Strategic Directions & Initiatives

	A	B	C	D
1	CSUCI 2023-2025
2	Strategic Directions & Initiatives -- A Bridge Toward Strategic Planning WASC feedback in Spring 2024 will inform next steps
3	Note 1: This document is a rough draft, the beginnings of a framework for organizing important initiatives under the headings of four new "Strategic Directions." These Strategic Directions were drafted by President Yao and Cabinet through a process of examining and organizing our many existing and needed initiatives. Campus input is needed to ensure thoroughness. As you view the lists, if you are unaware of what a particular initiative is about, that's OK for now. Of course, feel free ask your divisional leadership questions about those you're unfamiliar with, but what we need to know at this time is if there are major initiatives you're working on now or within the next five years that should be included under one of the Strategic Directions. The draft list below and others suggested will be reviewed and refined moving forward. Note 2: After solidifying initiatives prioritized for each Strategic Direction, we will proceed with engaging the campus in fleshing out our next five-year plan. Through next steps we will create: (1) one or more goals for each initiative which will explain each initiative's why; (2) one or more objectives for each goal stating what will be achieved through each goal; (3) timelines and delivery milestones that spread out the work on initiatives over the next five years, prioritizing those for immediate work that will have the greatest and most immediate impact on enrollment; and (4) an assessment plan.
4	STRATEGIC DIRECTION 1: ACADEMIC & CAMPUS IDENTITY Leverage an evolving, distinctive campus and academic identity to effectively serve the people, communities, and workforce needs of the region. TPR Theme 1: Academic quality and infrastructure	STRATEGIC DIRECTION 2: STUDENT EXPERIENCE Strengthen the holistic student experience to enhance students’ sense of belonging and affinity to CSUCI. TPR Theme 2: Wrap-around student services	STRATEGIC DIRECTION 3: DEIA & CAMPUS CULTURE Reinforce and enact the values of diversity, equity, inclusivity, and accessibility and create a vibrant and engaging campus culture where students and employees thrive. TPR Theme 3: DEIA	STRATEGIC DIRECTION 4: GROWTH & RESOURCES Advance campus growth, and manage and enhance campus resources effectively and sustainably to fulfill our mission of being a transformational force for individuals, communities, the region, and state.
5	Initiative 1a: Support and fund teacher-scholars to build quality of academic programs.	Initiative 2a: Student Marketing Center ongoing development	Initiative 3a: Inclusive Excellence Action Plan (IEAP)	Initiative 4a: CSUCI Climate and Sustainability Plan
6	Initiative 1b: Academic Identity: Create comprehensive online/hybrid/f2f strategy across all aspects of academic profile and student experience	Initiative 2b: Student Affinity Center(s) creation	Initiative 3b: DEIA dashboard via Equity Lens Framework (ELF)	Initiative 4b: Divisional and Cross-Divisional Efficiencies & Innovations
7	Initiative 1c: Integrate and update mission pillars	Initiative 2c: Student Success & Retention: New-Student Onboarding Changes	Initiative 3c: Campus Climate Surveys	Initiative 4c: Strengthen Philanthropic Success
8	Initiative 1d: Academic Identity: Integrated Communication Marketing Plan	Initiative 2d: Creation of CI sponsored competitive Esports program.	Initiative 3d: Connect with and amplify cross-campus DEIA work (e.g., CSU Racial Equity Leadership Alliance)	Initiative 4d: Capital Projects
9	Initiative 1e: Improve Applications and Yield: Dual Admissions TSP	Initiative 2e: Expansion of Transfer/Commuter student programmatic experiences.	Initiative 3e: Marketing initiatives for inclusive campus culture geared to students and employees to promote connection and belongingness	Initiative 4e: Regional Educational Partnerships
10	Initiative 1f: Student Retention and Persistence: Expanded Learning Communities	Initiative 2f: Institutional Programming Collaborative implementation (cross-divisional centralized programming)	Initiative 3f: Implement recommendations from the system-wide Title IX audit	Initiative 4f: Strategic resource allocation
11	Initiative 1g: Student Retention and Persistence: GI-2025 Expanded Student Success Initiatives	Initiative 2g: Black Student Recruitment, Retention, and Persistence Plan (EM/DSA)	Initiative 3g: Elevate disability, visible and invisible, in our DEIA work.	Initiative 4g: Enrollment management
12	Initiative 1h: Student Retention and Persistence: CSUCI Initiative for Mapping Student Success (CIMAS)	Initiative 2h: Increase targeted programmatic efforts for Veterans Affairs & Dolphin Guardian Scholars	Initiative 3h: Assess our campus's enforcement, accountability strategies, and compliance with of existing DEI policies on campus	Initiative 4h: Build an effective hybrid and remote work policy to attract and retain employees
13	Initiative 1i: Student Retention and Persistence: Degree Planner		Initiative 3i: Create affinity centers to promote connections, belongingness, and retention of marginalized populations	Initiative 4i: Strengthen Business Acumen
14	Initiative 1j: Distinct Academic Identity: Disaggregate student populations to create appropriate academic programs and support services		Initiative 3j: Ensure systematic communication of CSUCI's DEIA values, goals, and strategies when onboarding all new employees	Initiative 4j: Build out comprehensive all funds budgeting model including policies for non-GF funds
15	Initiative 1k: Academic Identity: Create a DAA vision statement		Initiative 3k: Utilize equity-minded recruitment, hiring, and retention strategies for faculty, staff, and administrators to cultivate workforce diversity at every level	Initiative 4k: Build out sustainable model for UAS.
16	Initiative 1l: Academic Identity: Creating a distinct ROI and identity (e.g., Charting Our Course faculty team work)		Initiative 3l: Ensure access to disaggregated data on institutional student success indicators	Initiative 4l: Foster opportunities for Public Private Partnership - CI Park Amphitheatre
17	Initiative 1m: Brand Identity: Expand and advance post-graduate outcomes			Initiative 4m: Leverage the site authority for fiscal independence
18	Initiative 1N: Academic Identity: Expanding Academic Programs through shared governance (APPC, AVP Academic Programs, AMP process)			Initiative 4n: Specify and leverage an updated campus master plan, (including regional transportation)
19	Initiative 1o: Create comprehensive plan for remote off-campus sites (SB county, etc)			Initiative 4o: Strengthen Integrated Planning
20	Initiative 1p: Integrate next generation technological advances into academic programs and student experiences
21	Initiative 1q: Student Retention and Persistence: Internship Expansion
22	Initiative 1r: Improve quantity and quality of sponsored projects
23	Initiative 1s: Enrollment Management Strategic Planning incorporating new academic programs