Good morning – and welcome to another great year at Cal Maritime. It's somewhat hard to fathom that in 10 short years we will be celebrating the academy's centennial. I would not want us to miss an opportunity to properly celebrate our 90th birthday, so I look forward to seeing you tonight on the quad as we usher in our 2019-20 academic year. You each have a nice 90-year pin to wear proudly this year – and a nice, new water bottle courtesy of our sustainability program.
Last year was a formative year for us – we enjoyed successes, we invited others to help us become better, and we graduated a record number of cadets from our academy. Over the last three years, you have implemented our first 5-year campus strategic plan with increasingly better outcomes toward fulfilling our objectives and goals. Thank you. As the next series of speakers will outline, you created significant progress and delivered truly remarkable accomplishments.
Today we're going to highlight a number of them. We'll also focus on the work to be done in year four – this year. Finally, we'll take a look ahead into future opportunities we may wish to pursue as a campus community.With that, we'll begin our strategic goals review with Provost Sue Opp.
Thank you, Bob. Please be sure to thank our foundation board volunteers for their dedication of time and talent – those numbers are a great testament to their perseverance and their fondness for this academy.
We now move on to reviewing our 6th and last strategic goal: Foster a diverse living-learning Campus community to provide an attractive, inclusive and intellectually stimulating environment.
No strategic plan is achievable without the members of that community all pulling on the oars together. Sounds simple, but it is hard to do. Ask any of our crew teams. Thankfully, there are colleagues throughout our campus rowing hard and rowing true – together.
How does it happen? One of the essential elements of successful teams is self-awareness and understanding. Put more simply – know thyself - good advice we received from the ancient Greeks. This past year we followed that advice.
As you have seen throughout this last hour, there were many notable accomplishments last year. I'd like to now add one to the list:
-we had the courage to become better.
By this I mean, specifically, that we invited 3rd parties into our community to help us assess – us. In order to be better.
WASC, Skyline and former Provost Gary Reichard delivered 3 vital assessments that helped us to become better. Our work together in addressing issues examined and discovered in these assessments, and particularly in the shared governance assessment, is already underway. I would like to especially thank our colleagues in the Faculty Senate Executive Committee for embracing the possibilities and going "all in" on creating a better campus climate and setting to work with administration leaders to help make Cal Maritime stronger. The even better news is that campus-wide, we are fully adopting the idea of routine, candid and shared assessments – which is a positive sign that the culture of assessment we seek is beginning to flourish. Major improvements in the Edwards Leadership Development Program – now partnered with the nation's most respected leadership development organization- are further evidence. We will demonstrate our commitment again this year, as we invite ABET and IACBE to review our engineering and business programs.
There is another accomplishment you created last year worthy of celebrating:
-the understanding of what makes Cal Maritime special and, specifically, what it means to
be a cadet here. To be a cadet here is a choice, not taken lightly, and we expect much more from a Cal Maritime cadet than any student at any other university. Our cadets know that we hold them to high expectations and standards, in class, on watch, around campus and out in our community. And they consistently rise to our expectations. That is why we hold our cadets in such high regard – and it is probably why most of you devote many extra hours, effort and heart to helping them to succeed. Our mission – to educate, train, and develop our cadets – is a team effort.
Unlike those other universities, we rely upon the entire team on campus – faculty, commandants, library staff, facilities staff, dining services staff, police, ship's crew, athletics coaches – you're getting the idea – we rely on everyone on this campus to educate, train and develop a cadet. Each cadet. Each individual cadet. Why? Because we are a special place committed to developing the whole person. My job, and yours is to bring out the very best in our cadets. We are here to educate them on the world they will soon enter, train them for the difficult roles they will assume there, and develop in them the confidence, self-awareness and discipline to fully thrive – not just survive. Our quest is also to help them unlock their talents, while challenging our preconceptions.
Here's a challenge: After you listen to this brief recording, I'd like you to tell me what you are imagining.
What did you see? Let's take another look. How old is she? 10. Imagine what 8 more years of life experience might mean, because about 80% of our new cadets each year are 18. What can you and I do to unlock the amazing talent within each cadet at Cal Maritime? This is the essence of our work – together - as a campus community team. It is a wonderful mission worthy of our best efforts.
Inclusive excellence means that we have diversity AND inclusion AND equity. It is possible to have diversity without inclusion. Diversity without inclusion is a false promise; you're in the same space - but not in the group. You've probably witnessed it yourselves. You may have also witnessed inclusion without equity. You're in the group - but you don't get equal treatment. Inclusive excellence at our academy means that we welcome you into our group with a commitment to treating you fairly and equitably.
You matter, your family matters, your colleagues matter and everyone's ideas matter.
This is our work in the year ahead for this strategic goal. How can our campus community begin modeling inclusive excellence? Here are a few reflections.
This concludes our review of the current strategic plan. As should be clear, you have created a lot of positive change on our campus over the past year.
Now I would like to present you with some ideas that have come forward for consideration as focal points in the next strategic plan – the plan for 2021-2026.
As you know, strategic planning is long-range oriented, so the lead times are somewhat extensive. As we begin shaping our next 5-year plan, here are some important considerations of the timeline.
Our strategic plan is about us, and it is not about us. It is a collaborative commitment to what we will do going forward, but more importantly it is about what we are going to do to serve society with the gifts and talents we each bring to this academy. There are daunting challenges in our world and in our nation, and we have the capability and capacity to address some, but not all, of them. Through our prism as the premier maritime education leader on the West Coast, there are key challenges worthy of our effort.
Cal Maritime, you and I, have the wherewithal to contribute to solutions for these key challenges confronting us in our time – today and in the next decade. We can do this through educating cadets, transforming the maritime profession through our own behaviors, and through strong partnerships. As the expression goes; think globally, act locally.
Let's start with an easy one… ok, not easy, but urgent. Science tells us that greenhouse gas and carbon footprints from our transportation and food industries are creating destructive effects on our environment. What can we do at Cal Maritime?
I am issuing a challenge to you – today - to take our campus to renewable and clean energy, able to operate off the PG&E grid, by the Cal Maritime centennial – 2029. You have the talent, intellect and experience to do it. This achievement would usher in new opportunities for our maritime curricula and make our campus a true living laboratory.
Why should we do this? We can take inspiration from the words of President Kennedy nearly 57 years ago.
We can also meet a growing need for energy professionals in the new energy industries: like offshore wind, hydrokinetic/wave power, and advanced solar. As you can see, wind and solar capacity has nearly quintupled over the last decade. Add in new campus sustainability practices and we would have the best prepared graduates anywhere.
How could we do this? Let's take a look at a preliminary proposal for Phase 1 of our draft energy and sustainability plan.
This is a depiction of our campus, north to south.
Next, we take a quick look at the legend for what follows. This entire presentation will be available to everyone later this week.
As you see there is a diversity of energy capability in this particular proposal, and the focus is on exposing our cadets to as much diverse technology as possible, rather than standardizing it to deliver cost savings. There will still be cost savings… that's just not the primary reason we'd do this.
It's possible to run a campus shuttle on green landscaping waste from our campus and surrounding neighborhoods – which could produce renewable natural gas. There are many possibilities here for sustainability and energy learning in practically every degree program.
Now let's look at three specific energy proposals that show promise – especially when they have the Cal Maritime faculty, staff and cadets closely involved.
Sponsors of this project, which they call GG1 or Golden Goose 1, propose proof-of-concept research at our campus for barge-based, tidal flow energy production using proprietary technologies. The project is promising and could power our entire campus 24/7 throughout the year. It also creates 600,000 gallons of potable water daily, which could be a bonus for Californians if it were deployed at scale.
The idea presented here is to build a Solar Training and Research facility in Vallejo. The facility could be run by Cal Maritime cadets, potentially alongside Solano CC and Vallejo City Unified School District students. It could provide a place to test emerging photovoltaic technologies and panel improvements, while training the future energy workforce. Further, it could set Vallejo on a course to become a clean power city.
The sponsor of this proposal for a BioEnergy Education and Systems Training facility could produce nearly 30M gallons of biodiesel annually using waste water from the Vallejo Waste Treatment plant. It opens up further opportunities to test various grades of biodiesel in marine industry engines to collect data on performance, availability and maintenance requirements. It too provides an opportunity to potentially make Vallejo and Bay area trucking, shipping and transportation greener.
These ideas, and others like them, are dead on arrival without campus champions. These projects and others will require preliminary investigators – PIs – and co-PIs to document their feasibility and to bring their potential to life once proven. There are scholarship opportunities in multiple disciplines – oceanography and other science, engineering, business and logistics, policy and marine transportation. I invite you to use the strategic planning process to explore and capitalize on these and other opportunities.
Our strategic plan must also consider initiatives that are mutually beneficial to Vallejo and Cal Maritime – this being the truest expression of a lasting partnership. Here are some examples of possible opportunities for our academy in the next strategic plan.
The idea here is to request annexation of Country Lane and Maritime Academy Drive – meaning the City deeds them to us – as a way for us to develop the infrastructure and improvements we need, while allowing the City to forego expenses on streets that are used primarily by the campus. We would likely avoid the need for an expensive parking garage.
This aspirational proposal would reinvent the arrival gateway to campus. At the corner of Sonoma Boulevard and Sandy Beach Road, it would provide cadet housing, affordable faculty/staff housing, bring relief to the food and medical/dental desert experienced by our neighbors, and catalyze improvements near our campus. Yes, that is a Trader Joe's in the drawing.
This proposal entails a low-cost, long-term lease of the Greater Vallejo Recreation district complex at the corner of Sonoma Boulevard and Magazine Street. It might house community engagement, SPEL or other community-facing campus offices. A key point of this proposal is to explore a 3rd party child care center for campus employees and local residents. Additionally, there may be an opportunity to deploy low-cost reliable electric vehicles at the facility which may be rented on a daily basis. The sponsor for this idea is also interested in how this capability might fit on our campus.
As we begin the work on our 2021-2026 strategic plan we will need to keep in mind that, unlike the ideation we've just seen, the privilege and responsibility of planning strategically must account for the many facets of any good strategy:
Opportunities are explored and assessed, priorities are argued and set, solutions to campus issues and challenges are built into the plan, initiatives are implemented for effectiveness and efficiencies, and every initiative has the resources in time, people and money to be done well. This will be the most maddening and most rewarding element of strategic planning. It is not for the faint of heart, but if you want to generate positive change, there is no better way. I look forward to our work together.
Welcome to the new academic year. I trust we will, together, continue the successes of the past year and be relentless in creating a masterpiece at Morrow Cove. Thank you.