President’s Select Committee

November 3, 2023

CSUCI for 2030+ 

President’s Select Committee

November 3, 2023

Primary developmental task:

identity development v. role confusion → what is our institutional identity?

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Organizational Development & Evolution Toward Being 21 Years of Age

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• For me, our identity has been defined by the students we serve, and they will always be the heart and soul of CSUCI.

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• But our identity cannot be defined solely by who we serve, but instead, must be defined by what we are serving our students.

Academic and Institutional Identity

• What are the distinctive and defining features of the CSUCI educational experience?

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• This work is vital to our long-term strategic success in service to our region

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• Since 2002 - changing needs of our region and state

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Academic and Institutional Identity

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Academic and Institutional Identity, continued

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• Academic identity was initially grounded through roots in the liberal arts (“anti-CSU”; “liberal arts education at public university price”
• Ensure that students can think critically about the world around them and providing the type of education needed for freedom to hold.

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• Career readiness and experiential learning
• High-impact practices - undergraduate research, community engagement, service learning, community based research, internships

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• Are these aspects of the educational experience distinctive?

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Distinctive Features of CSUCI

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• Unique sense of place - one of the most resource and culturally rich environments in the nation

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• Location and surrounding community are tremendous assets (not a liability)!

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• Provides distinctive and unique place-based experiential learning opportunities

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Unique Sense of Place

11th Largest County in Crop Value

Research Station on NPS Land

Interdisciplinarity; Multicultural and International Perspectives; Community Engagement and Service Learning

Engagement in Coastal Health & Ocean Affairs​

First Zoo-Owned and Managed Facility on a University Campus

The Santa Monica Mountains that form the eastern border of campus

Proximity to Independent Biotech Firm & Entertainment Industry

sat’wiwa and the Ancestral Home of the Barbareño Ventureño Band of Chumash Indians

Proximity to the heart of the nation’s entertainment industry

11th Largest County in Crop Value

Santa Rosa Islands Research Station Channel Islands National Park & Channel Islands Marine Sanctuary

Interdisciplinarity; Multicultural and International Perspectives; Community Engagement and Service Learning

Engagement in Coastal Health & Ocean Affairs​

First Zoo-Owned and Managed Facility on a University Campus

The Santa Monica Mountains that form the eastern border of campus

Largest Biotech Firm in the Nation Biotech Regional Hotspot

sat’wiwa and the Ancestral Home of the Barbareño Ventureño Band of Chumash Indians

Proximity to the heart of the nation’s entertainment industry

What is One Health for 2030+?

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• An aspirational and strategic approach to our third decade

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• Amplifies and builds on unique sense of place as a Central Coast university committed to the environmental and community wellness of our region

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• We are doing this exceptionally well already in pockets - building on strengths
• ESRM; teacher prep and early childhood education; nursing and health sciences; biotechnology; business and economics; computer science; ethnic studies; healing our community through the arts

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• Combines strengths in providing liberal arts and experiential career preparation while intentionally integrating distinctive aspects of our region

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Four Organizing Concepts

�Strategic Direction A: Academic and Campus Identity: Leverage an evolving distinctive campus and academic identity to effectively serve the people, communities, and workforce needs of the region. 

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Goal: Articulate a distinctive identity for CI, updating our mission and vision to guide new academic programs, student experience, marketing and branding, admissions, external messaging, and strategic budgeting allocations. 

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Task: Articulate a unique, compelling value proposition for pursuing a CI education. 

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Channel Islands 2030: Distinctive Mission and Vision

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• Provost: Listen, pay attention, learn from mistakes
• Extension of the work we have been doing for several years.
• Strategy: Embrace and enhance what we do well, followed by intentional vertical and horizontal scaling and focused capacity building through budget reallocation.

CI 2030+ Strategy

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LEAP: Leading through Experiential Academic Programs

LUX: Creating High Quality Learner User Experiences

APEX: Leading the Regional P-20 Educational Ecosystem

FAST: Supporting Faculty as Scholars and Teachers

Lens-1: Regional, Outside-in Perspective

Lens-2: Servingness

Four Strategic Focal Points and Two Lenses

• A promise of a modern, relevant, empowering, academic experience for all students 

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• Such as: active learning, internships, career readiness, alignment with employers, impactful project-based learning, group-projects, regional engagement, and interdisciplinary thinking 

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• For Whom? All prospective students, including FTFY, Transfers, Graduate Students, Credential, certificates, and returning mid-career professionals. 

LEAP: Leading through Experiential

Academic Programs

• Theory-based applied learning
• Project-based learning in teams and groups
• Active learning in real-world, authentic contexts
• Integrated humanities and arts
• Competency Credentialing
• Capstone Projects
• Internships
• Global/Cultural Immersion
• Faculty mentorship
• Industry and Community Partnerships

LEAP: Core Commitments Include . . . 

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These are things we are already doing, 

but need to intentionally scale vertically and horizontally. 

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• Informs Academic Master Plan degree prioritization planning
• This is our promise to incoming students. 
• And it is work we are already doing . . . 

Ultimately will become the core of our brand promise

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LEAP: Leading through Experiential

Academic Programs

• Goal: Best-in-class digital experience and technology integration

Comprehensive commitment to state-of-the-art digital experiences. 

• First, through integration of technology and teaching
• Second, high-quality, frictionless “user experiences” as students engage with services throughout campus. 

LUX: Creating the Highest Quality Learner User Experiences

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• From first point of contact through alumni experience. 
• Basically, we want to prepare now for what today’s 8^th graders will expect of us in five years. 

LUX: Creating the Highest Quality Learner User Experiences

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No More Sand in the Gears . . .

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• Explicit commitment of CI to nurturing and elevating our regional P-20 educational ecosystem
• Recognizes that we are at the apex of that ecosystem
• Affirms our responsibility to lead and engage all sectors, including school districts, community colleges, other colleges, and allied agencies

APEX: Leading the Regional P-20 Educational Ecosystem�

• Activities include everything from Early Childhood Center to Ed.D., outreach programs, teacher education, dual enrollment, and more. 
• Long term strategy with a core commitment: Every student in Ventura and Santa Barbara Counties should earn bachelor’s degree and have post-baccalaureate opportunities.

APEX: Leading the Regional P-20 Educational Ecosystem�

• Comprehensive support for faculty throughout their professional lives 
• Both faculty as scholars / artists and as teachers, while recognizing unique resource needs for each. 
• Includes reassigned time, support for grants and contracts efforts, expanded student research, graduate education, centers and institutes, and multi-year impact projects. 

FAST: Supporting Faculty at Scholars and Teachers

• Explicitly acknowledges our mission and vision begins with what the public needs from us – rather than what we have to offer them. 
• Starts thought and reflection from those external to campus, including perspective students and their families, regional partners in government, non-profits, and industry, and broader community. 
• Supports “co-creation” with community partners.

Lens-1: Regional, Outside-in Perspective

• Borrowed from Excelencia, affirms our HSI status and our commitment to DEIA work. 
• “Servingness” is an example of an outside-in perspective – not who we are, but who are students are and the communities they come from.
• Unites our identity with our core value commitment to diversity and inclusion

Lens-2: Servingness

�Track 1: Consultation and Shared Governance 

• President’s Select Committee
• Implementation Teams
• Four Strategic Focal Points + One Health + Marketing = Six Implementation Committees
• January to May (and beyond?)
• CI2030 / One Health Symposium
• 1-2 days Early Spring Semester
• Campus and External Partners

CI2030 Implementation Plan

Track 2: DAA Advance Planning

• Inventory of Existing Practices
• Unit Alignment – Goals and Budget
• Message Alignment

First Major Milestone: Fall 2025

But the work starts today . . . 

CI2030 Implementation Plan

Channel Islands…

Good Things Ahead!

Thanks for your contribution to the evolving mission of �CSU Channel Islands

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Next Steps: Five Working Groups

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• Meet between Nov 3 and Dec 8 for around 4-5 hours – whether all at once in a half-day session or 4-5 separate sessions is your decision
• Get as far as you can by Dec 8, with the following priorities in mind:
• Flesh out each section of the CSUCI for 2030+ document, building toward a white paper that can be shared with the campus community
• Advise the President and Provost on the formation of CI2030 Implementation/Planning Teams and responsibilities

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• Working groups:
• One Health: Serving environmental and community wellness
• LEAP: Leading through Experiential Academic Programs
• LUX: Creating High Quality Learner User Experiences
• APEX: Leading the Regional P-20 Educational Ecosystem
• FAST: Supporting Faculty at Scholars and Teachers

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• The charge:
• Review the CI2030 strategy carefully with the President and Provost, providing feedback based on your experience and role;
• Advise the President and Provost on a CI2030 white paper, improving upon the CI2030 draft they provide, finalizing it by December 8, 2023; and
• Advise the President and Provost on the formation of CI2030 Implementation/Planning Teams.

Which group(s) are you drawn to?

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• The work of this Select Committee will inform our marketing and branding work underway. We need to move into action sooner rather than later toward these efforts.
• We will convene again on December 8 (8:30-10:30) for reporting out from each working group.
• Provost Avila and/or CoS Tollefson will check in with working groups in November, offering support if/as/whenever needed.
• Islands Cafe vouchers are available if preferred to meet over a meal on campus. Working Group conveners please connect with Alex Padilla for logistics.

Keep In Mind

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CSUCI for 2030+ 

President’s Select Committee

Next convening: December 8, 8:30-10:30