California State University Maritime Academy Strategic Plan 2016-2021

CALIFORNIA STATE UNIVERSITY MARITIME ACADEMY

STRATEGIC PLAN 2016-2021

TABLE OF CONTENTS

MESSAGE FROM THE PRESIDENT........................................................................................ 3 CAL MARITIME’S MISSION, VISION, & BELIEFS AND VALUES............................................... 4 CAMPUS STRATEGIC GOALS................................................................................................ 5 ACADEMIC MASTER PLAN.................................................................................................... 7 STRATEGIC ENROLLMENT PLAN.......................................................................................... 9 FUNDRAISING & COMMUNICATIONS PLAN.......................................................................... 11 ATHLETICS PLAN................................................................................................................... 12 INFORMATION TECHNOLOGY PLAN..................................................................................... 18 STUDENT LIFE PLAN.............................................................................................................. 21

MESSAGE FROM THE PRESIDENT Welcome to the first 5-year plan — our first look into Cal Maritime’s future.

The words on these pages do more than simply define Cal Maritime’s strategic planning priorities over the next five years (2016-2021), they serve as our compass to navigate real-world opportunities, remove any obstacle that impedes growth, and move the University forward as the nation’s premier Maritime University. This is not a planning document that will sit on a shelf. It will guide our actions and inform our decision-making, all in the best interests of our remarkable students.

Over the past year, an all-encompassing collective effort went into developing these six plans, each with its own specific goals, objectives, and outcomes focused on enhancing the academic excellence of our already stellar academic programs; expanding the depth and breadth of student learning, engagement, and leadership; preparing our campus community to anticipate and respond to opportunities in the global maritime profession; prioritizing the investment into infrastructure to support organizational excellence; and creating and expanding partnerships that extend our impact and prominence.

Anyone who knows Cal Maritime knows it to be an institution that has already received many accolades — high graduation and career placement rates, impressive starting salaries for recent graduates, and a strong faculty wholly devoted to our students. However, no one is standing still. The course we set today will sustain and build upon our past successes.

The journey has already begun — please join us!

Thomas A. Cropper President

STRATEGIC PLAN 2016-2021

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CALIFORNIA STATE UNIVERSITY MARITIME ACADEMY

MISSION The California State University Maritime Academy’s mission is to:

■ Provide each student with a college education combining intellectual learning, applied technology, leader-

BELIEFS & VALUES

ship development, and global awareness.

■ Provide the highest quality licensed officers and other personnel for the merchant marine and national maritime industries.

■ Provide continuing education opportunities for those

The California State University Maritime Academy is defined, in part, by the system of beliefs that make us unique as an institution of higher education. They are:

■ experiential learning

in the transportation and related industries.

■ ethics development, both personal and professional

■ Be an information and technology resource center

■ small residential campus environment

for the transportation and related industries.

■ student-centered learning ■ professional orientation

VISION The California State University Maritime Academy will

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■ having a niche to focus on in higher education ■ campus civility and collegiality ■ diverse living/learning community

be a leading educational institution recognized for

Our values influence how we make and carry out deci-

excellence in the business, engineering, operations,

sions, and how we interact with our internal and exter-

and policy of the transportation and related industries

nal constituencies. At Cal Maritime, they are dedication,

of the Pacific Rim and beyond.

honor, integrity, respect, responsibility, and trust.

CALIFORNIA STATE UNIVERSITY MARITIME ACADEMY

CAMPUS STRATEGIC GOALS 2016-2021 Extend our reach as a Maritime University by enhancing ACADEMIC EXCELLENCE and advancing research and educational programs.

Expand the breadth and depth of STUDENT LEARNING, leadership development, engagement, and support services.

Prepare the campus community to anticipate and respond to challenges and opportunities in higher education and the GLOBAL MARITIME PROFESSION. Invest in efficient, sustainable infrastructure and practices that promote ORGANIZATIONAL EXCELLENCE. Strengthen and develop PARTNERSHIPS to extend our impact and prominence locally, regionally, nationally, and globally.

Foster a diverse living-learning CAMPUS COMMUNITY to provide an attractive, inclusive and intellectually stimulating environment.

STRATEGIC PLAN 2016-2021

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ACADEMIC MASTER PLAN

AMP MISSION

AMP GUIDING PRINCIPLES

The mission of Cal Maritime’s Academic Master

■ Current academic programming will continue its

Plan (AMP) Committee is to guide the academic direction

commitment to hands-on, immersive learning, and will

of the University over the next five years by prioritizing

strengthen our maritime university focus, as well as

growth in specific academic programs and identifying

our global reach and outlook.

new programs, curricular and co-curricular, for development. The Academic Master Plan (AMP) will integrate and inform all of the other University supporting plans.

■ New programs will be developed through careful consideration of the future needs of maritime-related fields and student enrollment demand.

■ New programming will encourage a culture of active, engaged inquiry, and will expand research opportuni-

AMP VISION

ties for both faculty and students.

■ Academic programming will be developed in ways Through thoughtful planning that engages the entire

that leverage existing campus strengths and anticipate

Cal Maritime community, the Academic Master Plan

the demands of a diverse student body.

will result in high-quality educational programs that

■ The process of developing academic programs will

enhance institutional relevance, while maintaining Cal Maritime’s unique maritime identity.

be transparent, iterative, and one that engages all stakeholders.

■ The first five-year plan will provide direction for the planning and implementation of academic programming for the remaining years of the 15-year strategic plan.

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CALIFORNIA STATE UNIVERSITY MARITIME ACADEMY

OBJECTIVE 1

OUTCOME A

For the first five years,

Growth of existing

grow responsibly and carefully

programs has enhanced

to strengthen academic

ACADEMIC MASTER PLAN

operational effectiveness

excellence while improving

and efficiencies.

operational efficiency.

OUTCOME B With the development of a multi-school organization, the operational effectiveness of the Academic Affairs division will be improved.

OBJECTIVE 2 Improve the quality of existing programs and ensure graduates are ready to meet the challenges of their futures.

OUTCOME A Cal Maritime’s existing academic programs will be increasingly adaptable to changing expectations of technology and industry.

OUTCOME C

OUTCOME B

Students will be prepared for work

All students will achieve

and citizenship by gaining life-long

high levels of proficiency in

skills, which include readiness

our core competencies and

to pursue additional credentials,

programmatic learning

advanced degrees, and new careers

outcomes.

within a rapidly changing work environment.

STRATEGIC PLAN 2016-2021

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ACADEMIC MASTER PLAN

OBJECTIVE 3

OUTCOME A New programs will be

Explore and develop new,

fully vetted and prepared

viable academic programs for

for implementation.

implementation during the second five-year plan.

OUTCOME B Certificate and other self-supported programs that provide students with specialized training, knowledge, and expertise, in addition to their degree, will be enhanced and/or increased.

OUTCOME A

OBJECTIVE 4

The capacity of our facilities will

Enhance the research

be enhanced in order to act as a

and scholarship activity

technologically-advanced maritime

necessary for a world-class

research institution that provides

maritime university.

research opportunities for Cal Maritime faculty and students and the broader CSU community.

OUTCOME B Research and scholarship, both academic and professional, will be enhanced.

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CALIFORNIA STATE UNIVERSITY MARITIME ACADEMY

STRATEGIC ENROLLMENT PLAN

SEP MISSION

SEP GUIDING PRINCIPLES

The mission of the Strategic Enrollment Plan (SEP)

■ Support one or more of the objectives/aspirations of

Committee is to develop a student and faculty strate-

the CSU system and of the Cal Maritime Campus Stra-

gic enrollment plan based on the conceptual vision of

tegic Goals for the first five year plan (2016-2021) in de-

the Educational Master Planning Guide (EMPG), and

veloping objectives, desired outcomes and strategies.

thereafter working collaboratively with the other strategic planning committees to position Cal Maritime for a sustained period of controlled growth.

■ Consider changes and new programming opportunities in maritime and related industries, as articulated in the Academic Master Plan.

■ Apply creative solutions and strategies, while casting a wide net across the CSU to discover best practices,

SEP VISION

best processes, and the best tools.

■ Review progress of strategies and make revisions To increase access to maritime and related profes-

to the objectives and desired outcomes as needed to

sions for more aspirants and to sustain the affordability

meet the goals of Cal Maritime.

of public education at Cal Maritime, the Academy will increase enrollment through intentional, calibrated and controlled growth via thoughtful, collaborative campus planning.

STRATEGIC PLAN 2016-2021

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STRATEGIC ENROLLMENT PLAN

OBJECTIVE 1

OUTCOME A

Increase diversity

Increase the proportion of female cadets in the incoming

of the student body.

student population by at least two percentage points annually.

OUTCOME D Increase the number

OUTCOME B Increase the ethnic and cultural diversity of the

of international students

OUTCOME C Increase the retention rate

on campus.

and academic progress

incoming student

of female students

population annually.

and students from underrepresented groups on our campus.

OUTCOME A

OBJECTIVE 2

Transfer students and veterans

Improve and streamline

will begin their first semester

articulation, registration

with a clear curriculum path

and advising services

based on courses completed

for all students.

prior to transfer.

OUTCOME B Improved advising and registration services will increase 4-and 6-year graduation rates.

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CALIFORNIA STATE UNIVERSITY MARITIME ACADEMY

STRATEGIC ENROLLMENT PLAN OBJECTIVE 3 Manage enrollment growth collaboratively across academic departments and operational units.

OBJECTIVE 4 Increase the number of faculty and staff positions needed to support increasing student enrollment.

OUTCOME A Operational efficiency will improve so that every student has courses and services needed to successfully graduate in 4 years.

OUTCOME A Numbers of faculty and staff will increase to support increases in the student population.

OUTCOME B Diversity of faculty and staff will increase.

STRATEGIC PLAN 2016-2021

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FUNDRAISING & COMMUNICATIONS PLAN

FUND MISSION

FUND GUIDING PRINCIPLES

The mission of the Strategic Fundraising &

■ Enhance financial support for new and existing pro-

Communications (FUND) Committee is to develop a

grams as outlined in the Academic Master Plan.

comprehensive fundraising and communications plan based on the conceptual vision of the Educational Master Planning Guide (EMPG), and thereafter, working collaboratively with the other strategic planning committees to position Cal Maritime for a sustained period of controlled growth.

■ Employ fundraising best practices from higher education and the CSU Chancellor’s office.

■ Maximize philanthropic potential.

■ Evolve to meet the changing needs of Cal Maritime as the other strategic plans develop.

■ Build effective partnerships with key stakeholders.

FUND VISION To facilitate the growth of Cal Maritime through increased private philanthropy and awareness of the maritime industry and related professions through collaborative campus outreach.

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CALIFORNIA STATE UNIVERSITY MARITIME ACADEMY

FUNDRAISING & COMMUNICATIONS PLAN

OBJECTIVE 1 Establish a comprehensive annual giving program.

OUTCOME A To increase dollars raised annually over the next 5 years.

OUTCOME B To double overall participation in annual giving over the next 5 years.

OUTCOME A

OBJECTIVE 2 Begin Cal Maritime’s first capital campaign.

To have a capital campaign execution plan, including timeline and fundraising goals, within the first 5 years of the strategic planning process.

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FUNDRAISING & COMMUNICATIONS PLAN OBJECTIVE 3

OUTCOME A

Develop a measurable marketing and

Increase awareness of opportunities at Cal Maritime and

communications plan that supports

in the maritime industries among under-served populations.

the growth of Cal Maritime’s enrollment, fundraising, reputation, and academic programming.

OUTCOME B Increase awareness of professional development and specialized training opportunities among industry partners, public agencies, and alumni.

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CALIFORNIA STATE UNIVERSITY MARITIME ACADEMY

ATHLETICS MASTER PLAN

ATH MISSION

ATH GUIDING PRINCIPLES

The mission of the Athletics (ATH) Planning Committee

■ Support one or more of the objectives/aspirations of

is to develop an athletics plan based on the conceptual

the CSU system and of the Cal Maritime Campus Stra-

vision of the Educational Master Planning Guide (EMPG).

tegic Goals for the first five year plan (2016-2021) in de-

The plan will be developed with the maximum input

veloping objectives, desired outcomes and strategies.

from students, faculty, staff, and the community, and by working collaboratively with the other strategic planning committees o position Cal Maritime for excellence in academics, athletics, and fitness.

■ Consider changes and new programming opportunities in athletics and fitness that will support the Academic Master Plan and other strategic plans.

■ Leverage current facilities to improve athletic and fitness opportunities for all students, staff and faculty.

ATH VISION

■ Review progress and make revisions to the objectives, desired outcomes, and strategies as needed to meet

To become a pre-eminent Division II program in the

the goals of Cal Maritime.

California Pacific Conference and nationally, which enhances Cal Maritime’s educational mission and values while operating within the National Association of Intercollegiate Athletics’ principles and regulations.

To instill in our students the value of an active and healthy lifestyle that includes recreation and physical fitness.

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ATHLETICS MASTER PLAN

OBJECTIVE 1 Provide intercollegiate

OUTCOME A

student-athletes with the

Academic performance of all student athletes will be improved.

highest quality academic, athletic and social experience.

OUTCOME B A comprehensive life skills program will be in place for all student athletes.

OUTCOME C Student support services will be fully integrated with Athletics for student athlete success.

OUTCOME A

OBJECTIVE 2

Student athletes will compete at

Achieve competitive

a championship level in Cal Pac

success in every

Conference or other affiliated

intercollegiate program.

organizations.

OUTCOME B Equality-based programs will be enhanced with a focus on “maritime� as well as gender and ethnicity.

OUTCOME C Appropriate resources for coaches, facilities and equipment will be strengthened in order to achieve competitive success.

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CALIFORNIA STATE UNIVERSITY MARITIME ACADEMY

OBJECTIVE 3 Develop and maintain a campus environment which promotes sportsmanship, recreation, and

OUTCOME A Programs will be in place that

ATHLETICS MASTER PLAN

promote the benefits of a healthy and active athletic lifestyle.

physical fitness.

OUTCOME B OUTCOME C Participation in programs that promote maritime recreation and safety such as sailing, boating,

Programs will be in place that support and enhance student life on campus and divisional pride through athletics and intramurals.

and kayaking, will be increased.

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INFORMATION TECHNOLOGY MASTER PLAN

IT GUIDING PRINCIPLES

IT MISSION The Mission of the Information Technology (IT) Master Plan Committee is to provide secure and reliable integrated technology solutions to support the strategic planning Cal Maritime. As the University continues to

■ Partner with the campus community to understand the information technology needs of faculty, staff and students.

grow, the IT department will continue to develop and

■ Plan and provide leadership to implement the effective

acquire solutions based on the current and future needs

and strategic use of emerging technologies.

of the campus.

■ Develop processes to improve technical and operational support as Cal Maritime continues expand in

IT VISION

all areas of the Strategic Plan.

To provide support and technological solutions as Cal Maritime continues to grow. Cal Maritime’s IT department will facilitate the growth of technological support by partnering with other campuses in the college community to better-understand the needs of the faculty, staff, and students.

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CALIFORNIA STATE UNIVERSITY MARITIME ACADEMY

OBJECTIVE 1 Procure and integrate stateof-the-art technology to create a world-class teaching and learning environment for

OUTCOME A Enhanced confidence in our

IT MASTER PLAN

Learning Management System from our students and faculty.

faculty and students.

OUTCOME B

OUTCOME C

Simple, single sign-on capability

Increased number of smart

for campus-wide applications.

classrooms that integrate technology with teaching and learning.

OBJECTIVE 2 Provide excellent campus-wide customer service, training, and support for technology on campus.

OUTCOME A Maximized efficiency of streamlined IT processes.

OUTCOME B OUTCOME C 100% completion of selected

Increased customer satisfaction of all IT services.

customer service courses by all IT personnel.

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IT MASTER PLAN

OBJECTIVE 3

OUTCOME A

Increase efficiency of

Complete online implementation

administrative applications that

of digital archive for Admission

support Cal Maritime through

documents and other

the optimization of cutting-edge

resource materials.

software solutions.

OUTCOME B Enhanced efficiency and

OUTCOME C

streamlined use of PeopleSoft and its modules in order to improve the user experience and increase productivity.

Progressively increased usage of cloud-based applications and file storage by faculty and staff for easier collaboration with different departments and institutions.

OBJECTIVE 4 Ensure the security of the network infrastructure and safeguard critical data at Cal Maritime through training and awareness of personnel, and

OUTCOME A Enhanced security and

implementation of the newest generation of security technologies.

safeguards for the campus network infrastructure.

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CALIFORNIA STATE UNIVERSITY MARITIME ACADEMY

STUDENT LIFE PLAN

SL MISSION The mission of the Student Life (SL) Committee is to develop a plan that will engender the academic and interpersonal growth and maturation of Cal Maritime students in a safe, secure, and supportive environment

SL GUIDING PRINCIPLES ■ Academic priorities drive our goals.

■ We are a residential campus which results in higher retention rates and academic success.

as the student population changes and academic

■ Academic and Corps of Cadets responsibilities drive

programs are added.

and constrain the creation of programs in campus life.

■ The campus community continues to grow in head-

SL VISION

count and diversity.

■ Cast a wide net across the CSU and other maritime Cal Maritime has a campus community with modern residential facilities; policies and programs

academies to discover best practices, best processes, and best tools to employ at Cal Maritime.

that enhance, improve and provide Cal Maritime

■ Decisions made are informed by and in alignment with

students with exceptional campus life experiences to

the President’s planning guidance.

complement their academic learning.

■ Review progress and make revisions to the objectives, desired outcomes, and strategies as needed to meet the goals of Cal Maritime.

■ Our next residence hall hosting 400 students will increase the percentage of on-campus students.

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STUDENT LIFE PLAN

OUTCOME A

OBJECTIVE 1

Enhanced academic support

Improve cadet

programming is provided.

academic performance.

OUTCOME B Increased participation in co-curricular programming.

OBJECTIVE 2 OUTCOME A

Enhance the overall

The physical maintenance and appearance of the residence

residential experience for cadets.

halls are improved.

OUTCOME B Residential programming is enhanced.

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CALIFORNIA STATE UNIVERSITY MARITIME ACADEMY

OBJECTIVE 3 Enhance campus community and pride.

OUTCOME A

STUDENT LIFE PLAN

Increased engagement opportunities for our off-campus students.

OUTCOME B OUTCOME C Enhanced collaborative relationships with

Increased student engagement in new and existing campus traditions.

the community.

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NOTES

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CALIFORNIA STATE UNIVERSITY MARITIME ACADEMY

NOTES

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