1 of 36

MARCH 5, 2024

CRAFTING OUR VISION:

CSUCI for 2030+

2 of 36

Webinar Purposes

Share highlights of State of the Sector presentation (EAB, 3/01/2024)
Communicate CSUCI’s response to challenges in higher education
Build toward a unified understanding of the President’s vision for 2030+
Show strategic planning arc: From Strategic Directions to CSUCI for 2030+
Outline synchronous/asynchronous campus engagement opportunities, March-April 2024

Crafting Our Vision: CSUCI for 2030+

March 5, 2024

3 of 36

Agenda

Takeaways: State of the Sector–Reckoning with Relevance
CSUCI’s Response to Challenges in Higher Education
President’s Select Committee

Purpose, members, and process
One Health Presentation–Crafting Our Vision
Four Strategies: Highlights for March 13 Campus Forum

From Strategic Directions through 2024-25 to CSUCI for 2030+
Additional campus engagement opportunities March-April

4 of 36

State of the Sector: Reckoning with Relevance

Takeaways EAB Presentation March 1, 2024

Topics Addressed

Public perception of higher education value
Enrollment and demographics
Sustainable business models
Student readiness and well-being: Whole-person approach
Artificial intelligence

Themes

Adaptability (e.g., ability to unlearn and relearn)
Sustainability and resilience
Communication and collaboration, cradle to career
Meshed with CSUCI for 2030+ two principles/lenses:

(1) Regional, outside-in perspective, and (2) “Servingness”

5 of 36

CSUCI’s Response to Challenges in Higher Education

Academic Master Plan
Accreditation
Enrollment Management and Admissions
Inclusive Excellence Action Plan
Integrated Marketing and Communication Plan

Brand marketing communication plan
Visual rebrand
Website redesign

One Health / CSUCI for 2030+

6 of 36

7 of 36

What is One Health for 2030+?

An aspirational and strategic vision for our third decade and beyond
A strategic approach to addressing short- and long-term challenges
An amplification of CI’s unique sense of place as a Central Coast university committed to the wellness of our region on many dimensions
A new vision deeply rooted in CI’s history–opportunity to honor our past while building the future
A framework for building on strengths in providing liberal arts and experiential career preparation while more intentionally integrating regional and campus assets (i.e., places and partnerships)

YAO

Anticipate pushback: Why are we talking about 2030 given our enrollment and budget crises of right now? Responses:

Long-term threat: if we don’t really change our culture and our paradigm from what we are accustomed to (Sally Amaruso)
Studying evolution of societies over time: Why are societies so complex today? Requires looking at life cycle/arc of different societies. The ones that collapse and the ones that have endured over time. Japanese society a case in point. they have managed to retain core, traditional elements that go back 1000s of years but have continued to reinvent themselves in very creative ways. Change and adaptation is a cultural, societal value – so you can abandon things that are no longer working, reinforce and reinvent themselves. Traditions are only as good as how they serve us right now. Traditions must have contemporary currency to be retained, for any society/institution/etc. to thrive. (Jenn Perry)
What campus engagement opportunities must we create for people to interrogate our campus traditions? Speaking of never letting a good crisis go to waste: We must use this opportunity to examine our traditions–which have currency, which do not?

8 of 36

Unique Sense of Place - Regional Assets

Engagement in Coastal Health & Ocean Affairs

First Zoo-Owned and Managed Facility on a University Campus

The Channel Islands protected by the Channel Islands National Park & Channel Islands Marine Sanctuary

Naval Base Ventura County as a hub of Pacific Fleet operations and major employer

11th largest county in crop value

Santa Monica Mountains that form the eastern border of campus

Port Hueneme as the only deep water port between San Diego and San Francisco

Biggest independent biotech firms in the world

9 of 36

Unique Sense of Place - Campus Assets

Engagement in Coastal Health & Ocean Affairs

Ancestral lands of the Chumash - home to the Barbareño Ventureño Band of Mission Indians and the sacred hill of sat^hwiwa

Future home for the Santa Barbara Zoo Conservation Center: First Zoo-Owned and Managed Facility on a University Campus

Engagement in Coastal Health & Ocean Affairs

Santa Rosa Island Research Station as one of only 11 universities with a field station in a National Park

Channel Islands Boating Center in Channel Islands Harbor

10 of 36

CSUCI for 2030+

Defining One Health & Creating a Vision

Presentation by the Fall 2023 One Health working group:

Tiina Itkonen, Jeanette Monzon, Jenn Perry, Melissa Soenke

11 of 36

One Health acknowledges that:

the health and well-being of all, including the environment and economy, is interconnected
addressing current global issues requires a collaborative approach

What is One Health?

What does it look like at CSUCI?

12 of 36

University of Alaska, Fairbanks

One Health Commission mission: “to educate and create networks to improve health and well-being outcomes of humans, animals, and plants and to promote environmental resilience through a collaborative, global One Health approach.”

13 of 36

Disciplinary-specific expertise plus transferable knowledge and skill sets for the 21st century

One Health

Core Competencies

14 of 36

community engagement and collaboration
interdisciplinarity
experiential learning and career development
benefits to humankind and environment regionally and globally

CSUCI’s Mission Pillars are in One Health!

Commonalities Across Universities and Other Organizations That Have Adopted One Health:

15 of 36

One Health - Coastal Examples

Santa Rosa Island Research Station

Channel Islands Boating Center

16 of 36

Annual sat^hwiwa Trail Restoration

Barbareño/Ventureño Band of Mission Indians, Santa Monica Mountains Trails Council,

President’s Chumash Advisory Council, Center for Community Engagement,

First-Year, Living-Learning Communities

17 of 36

Conservation Center for threatened and endangered species:

will be first Zoo-accredited facility at an American public university

18 of 36

One Health at CSUCI

Unifying and inclusive framework that:

actively honors our past, incorporates current initiatives, and provides cohesive direction for a future that:

is grounded in regional and global relevance
promotes wellbeing, sustainability, and resilience

of individuals, the institution, and communities

19 of 36

Next Steps

What we have done:

Begun discussion of vision and mission with strong examples from other campuses
Defined One Health in a way that communicates the concept in its full breadth and potential
Explored the One Health model in higher education with examples from other universities
Further considered the significance of places and place-based learning within our region

What still needs to be done:

Update CSUCI’s Vision to 2030+
Align Mission to Vision to guide us into 2030+
Map and align programs (the “how”) and places to vision (and mission)
Design the strategy to implement mission (to reach vision) – implementation of “One Health”

20 of 36

Broader Campus Involvement

Comprehensive and inclusive effort at updating our University Vision to create a unifying plan
Revisit Mission to align to vision
Consider what implementation of One Health entails for entire campus community

Responsibility/accountability from administrators, staff, and faculty at university, college/school, program, and individual course level
Experience of One Health from the student and community perspectives and involvement

Plan for program alignment and assessment

21 of 36

Analysis of Our 2018-23 Strategic Initiatives Vision:

“California State University Channel Islands aspires to be recognized nationally as a leader in providing equitable, affordable, and transformative education that enables social and economic mobility for its diverse student population”

How many of you knew this vision statement or had it placed in your unit’s documents?
Not found on our website (one link broken)
It has been met! (recognition has been achieved)
“Aspires to be recognized…”

versus “CSUCI’s vision is to lead…[toward some outcome and impact]”

Does not explicitly name graduates or graduation
No connection to where education leads–graduates’ community impact

22 of 36

Vision: What will Our Envisioned Future Look Like?

Avoid using jargon; make it inspiring!

Vision

Mission (“what”)

Core values, organization’s purpose

Strategies (“how”)

Clear, concise, forward-thinking, serves as an anchor to mission, strategies

Graphic developed applying Gallagher, A., & Thordarson, K. (2018). Design Thinking for School Leaders: Five Roles and Mindsets that Ignite Positive Change. ASCD

T. Itkonen for the One Health working group 12.8.2023.

ONE HEALTH TEAM

A vision is the purpose, the longer-term direction of the organization and the impact its work will generate. Once the long-term vision (direction) is clearly articulated in an inspiring, non-jargon way, the “what” (mission) and the strategies will flow from it. “If you do not know where you are going, it’s hard to get there” (Itkonen, 2022).

Graphic was developed applying Gallagher, A., & Thordarson, K. (2018). Design Thinking for School Leaders: Five Roles and Mindsets that Ignite Positive Change. ASCD.

The vision statement focuses on tomorrow; a written document that describes where an organization is going and what it will look like when it gets there

"act of seeing what the future can be, and then articulating that potential in an inspiring, clear, practical, and attractive way" (Hyatt, 2021)

The mission statement focuses on today and what the organization does.
While organizations commonly use mission and vision statements interchangeably, it's important to have both.

23 of 36

Need Campus-Wide Involvement

Revisit CSUCI vision: Update, clarify

What is our succinct & inspirational direction for the next decade?
“The what” (President Yao) and its broader impact

Need a Flight Plan!

24 of 36

Samples

“We prepare diverse, talented and ambitious students to learn, lead and embody excellence in truth and service.” (Howard U)
“We envision a future where the diverse graduates of our programs grow and cultivate equity and justice for transformational impact in their practice and communities.” (CSUCI Educ Leadership & School Counseling Dept)
“The University's vision is to educate and graduate the best-prepared, confident leaders for the state, national, and global community; to be a nexus for research and creativity that focuses on vital issues of our time; and to serve as a catalyst for the betterment of our society.” (UN Reno)
“Cal Poly will be the nation's premier comprehensive polytechnic university, an innovative institution that develops and inspires whole-system thinkers to serve California and to help solve global challenges.” (SLO)

25 of 36

Vision: What will Our Envisioned Future Look Like?

Avoid using jargon; make it inspiring!

Vision = “Flight Plan”

Mission (“what”)

Core values, organization’s purpose

Strategies (“how”)

Clear, concise, forward-thinking, serves as an anchor to mission, strategies

Graphic developed applying Gallagher, A., & Thordarson, K. (2018). Design Thinking for School Leaders: Five Roles and Mindsets that Ignite Positive Change. ASCD

T. Itkonen for the One Health working group 12.8.2023.

ONE HEALTH TEAM

A vision is the purpose, the longer-term direction of the organization and the impact its work will generate. Once the long-term vision (direction) is clearly articulated in an inspiring, non-jargon way, the “what” (mission) and the strategies will flow from it. “If you do not know where you are going, it’s hard to get there” (Itkonen, 2022).

Graphic was developed applying Gallagher, A., & Thordarson, K. (2018). Design Thinking for School Leaders: Five Roles and Mindsets that Ignite Positive Change. ASCD.

The vision statement focuses on tomorrow; a written document that describes where an organization is going and what it will look like when it gets there

"act of seeing what the future can be, and then articulating that potential in an inspiring, clear, practical, and attractive way" (Hyatt, 2021)

The mission statement focuses on today and what the organization does.
While organizations commonly use mission and vision statements interchangeably, it's important to have both.

26 of 36

27 of 36

From Strategic Directions to Strategic Planning 2024-25

28 of 36

Grand Salon

March 6, 2024 – 10am-noon

Purpose: Begin the Visioning Work

How can we translate One Health into an understandable, tangible, and actionable vision?
How do the two lenses or underlying principles–of regional, outside-in perspective and servingness–inform our vision for 2030+?
What will our vision statement be? (Brainstorm to seed add’l campus engagement activities)

Campus Forum

29 of 36

Grand Salon

March 13, 2024 – 9:00-11:00 am

Purpose: From Visioning to Strategizing

Four strategies: LEAP, LUX, APEX or CORE, FaAST or EFFECTS or AFFECTS

See President’s Select Committee Report for links to original concept notes and the President’s Select Committee recommendations for each strategy

Lay groundwork for strategic planning, 2024-25: CSUCI for 2030+

Campus Forum

30 of 36

March-April 2024

Synchronous engagement activities

Webinar: March 5 Webinar
Campus Forums: March 6 and March 13
Student Forums: April, to be scheduled
Hosted informal conversations: April, to be scheduled

Asynchronous engagement activities

AI Chat Bot: March 25-indefinite
Virtual gallery tours: April 2-19
White paper: May

Campus Engagement Plan

31 of 36

32 of 36

University of Alaska, Fairbanks

One Health Commission mission: “to educate and create networks to improve health and well-being outcomes of humans, animals, and plants and to promote environmental resilience through a collaborative, global One Health approach.”

33 of 36

Disciplinary-specific expertise plus transferable knowledge and skill sets for the 21st century

One Health

Core Competencies

34 of 36

community engagement and collaboration
interdisciplinarity
experiential learning and career development
benefits to humankind and environment regionally and globally

CSUCI’s Mission Pillars are in One Health!

Commonalities across universities and other organizations that have adopted One Health:

35 of 36

One Health at CSUCI

Unifying and inclusive framework that:

actively honors our past, incorporates current initiatives, and provides cohesive direction for a future that:

is grounded in regional and global relevance
promotes wellness, sustainability, and resilience

of individuals, the institution, and communities

36 of 36

Vision: What will Our Envisioned Future Look Like?

Avoid using jargon; make it inspiring!

Vision = “Flight Plan”

Mission (“what”)

Core values, organization’s purpose

Strategies (“how”)

Clear, concise, forward-thinking, serves as an anchor to mission, strategies

Graphic developed applying Gallagher, A., & Thordarson, K. (2018). Design Thinking for School Leaders: Five Roles and Mindsets that Ignite Positive Change. ASCD

T. Itkonen for the One Health working group 12.8.2023.

ONE HEALTH TEAM: PLACEHOLDER SLIDE FOR CAMPUS FORUMS MARCH 6

A vision is the purpose, the longer-term direction of the organization and the impact its work will generate. Once the long-term vision (direction) is clearly articulated in an inspiring, non-jargon way, the “what” (mission) and the strategies will flow from it. “If you do not know where you are going, it’s hard to get there” (Itkonen, 2022).

Graphic was developed applying Gallagher, A., & Thordarson, K. (2018). Design Thinking for School Leaders: Five Roles and Mindsets that Ignite Positive Change. ASCD.

The vision statement focuses on tomorrow; a written document that describes where an organization is going and what it will look like when it gets there

"act of seeing what the future can be, and then articulating that potential in an inspiring, clear, practical, and attractive way" (Hyatt, 2021)

The mission statement focuses on today and what the organization does.
While organizations commonly use mission and vision statements interchangeably, it's important to have both.