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The Plan: 2016-2021

The 2016-21 Strategic Plan is Cal Maritime's first ever, major comprehensive strategic planning effort in the institution's history. Designed to help Cal Maritime deliver on the promises made in our vision, mission, and core values, the planning initiative is comprised of an Academic Master Plan (which serves as the keystone plan), and six supporting plans that address planning efforts in Enrollment, IT, Facilities, Fundraising/Communications, Residence Life, and Athletics.

Driven by the Vision Document and the Educational Master Planning Guide (EMPG), and anchored by six Campus Strategic Goals (CSGs), each of the seven plans are developing a set of objectives, outcomes, and strategies to help Cal Maritime achieve significant progress toward our aspiration of becoming the maritime university to the world, preeminent in research and discovery, teaching and learning, leadership and professional development, and civic and social engagement.

Please take a moment to navigate your way through these interactive planning pages to learn more about our comprehensive planning efforts.

View the 2016-21 Strategic Plan as a PDF >> 

 


Campus Strategic Goals 2016-2021

Training ship

A: Extend our reach as a Maritime University by enhancing ACADEMIC EXCELLENCE and advancing research and educational programs

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

C: Prepare the campus community to anticipate and respond to challenges and opportunities in higher education and the GLOBAL MARITIME PROFESSION.

D: Invest in efficient, sustainable infrastructure and practices that promote ORGANIZATIONAL EXCELLENCE.

E: Strengthen and develop PARTNERSHIPS to extend our impact and prominence locally, regionally, nationally, and globally.

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

 

Strategic Plans (2016-2021)

Academic Master Plan Strategic Enrollment Plan Fundraising and Communications Plan
Athletics Master Plan Information Technology Master Plan Student Life Plan

 


Academic Master Plan

AMP Mission

The mission of Cal Maritime's Academic Master Plan (AMP) Committee is to guide the academic direction of the University over the next five years by prioritizing growth in specific academic programs and identifying new programs, curricular and co-curricular, for development. The Academic Master Plan (AMP) will integrate and inform all of the other University supporting plans.

AMP Vision

Through thoughtful planning that engages the entire Cal Maritime community, the Academic Master Plan will result in high-quality educational programs that enhance institutional relevance, while maintaining Cal Maritime's unique maritime identity.

AMP Guiding Principles

  • Current academic programming will continue its commitment to hands-on, immersive learning, and will strengthen our maritime university focus, as well as and our global reach and outlook.
  • New programs will be developed through careful consideration of both future needs of maritime-related fields and student enrollment demand.
  • New programming will encourage a culture of active, engaged inquiry and will expand research opportunities for both faculty and students. Academic programming will be developed in ways that leverage existing campus strengths and anticipate the demands of a diverse student body.
  • The process of developing academic programs will 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.

Objectives and Outcomes

Objective 1

For the first five years, grow responsibly and carefully to strengthen academic excellence while improving operational efficiency.

Outcome A: Growth of existing programs has enhanced operational effectiveness and efficiencies.

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 B: All students will achieve high levels of proficiency in our core competencies and programmatic learning outcomes.

Outcome C: Students will be prepared for work and citizenship by gaining life-long skills, which include readiness to pursue additional credentials, advanced degrees, and new careers within a rapidly changing work environment.

Objective 3

Explore and develop new, viable academic programs for implementation during the second five-year plan.

Outcome A: New programs will be fully vetted and prepared for implementation.

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.

Objective 4

Enhance the research and scholarship activity necessary for a world-class maritime university.

Outcome A: The capacity of our facilities will be enhanced in order to act as a technologically-advanced maritime research institution that provides 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.

 


Strategic Enrollment Plan

SEP Mission

The mission of the SEPC is to develop a student and faculty strategic enrollment 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.

SEP Vision

To increase access to maritime and related professions for more aspirants and to sustain the affordability of public education at Cal Maritime, the Academy will increase enrollment through intentional, calibrated and controlled growth via thoughtful, collaborative campus planning.

SEP Guiding Principles

  • Support one or more of the objectives/aspirations of the CSU system and of the Cal Maritime Campus Strategic Goals for the first five year plan (2016-2021) in developing objectives, desired outcomes and strategies.
  • Apply creative solutions and strategies, while casting a wide net across the CSU to discover best practices, best processes, and the best tools.
  • Review progress and make revisions to the objectives, desired outcomes, and strategies as needed to meet the goals of Cal Maritime.

End State

Based on analyses and information gathered by the SEPC, by 2021, the student and faculty headcount and full time equivalent student and faculty numbers should be approximately:

Student Headcount

FTES

Faculty Headcount

FTEF

1471

1589

145

125

Objectives and Outcomes

Objective 1

Increase diversity of the student body.

Outcomes A: Increase the proportion of female cadets in the incoming student population by at least two percentage points annually.

Outcomes B: Increase the ethnic and cultural diversity of the incoming student population annually.

Outcomes C: Increase the retention rate and academic progress of female students and students from underrepresented groups on our campus.

Outcomes D: Increase the number of international students on campus.

Objective 2

Improve and streamline articulation, registration and advising services for all students.

Outcomes A: Transfer students and veterans will begin their first semester with a clear curriculum path based on courses completed prior to transfer.

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

Objective 3

Manage enrollment growth collaboratively across academic departments and operational units.

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

Objective 4

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

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

Outcomes B: Diversity of faculty and staff will increase.

 


Fundraising & Communications Master Plan

FUND Mission

The mission of the Strategic Fundraising Communications (FUND) Committee is to develop a 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.

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.

FUND Guiding Principles

  • Enhance financial support for new and existing programs as outlined in the Academic Master Plan.
  • 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.

Objectives and Outcomes

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.

Objective 2

Begin Cal Maritime's capital campaign.

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

Objective 3

Develop a measurable marketing and communications plan that supports the growth of Cal Maritime’s enrollment, fundraising, reputation, and academic programming.

Outcome A: Increase awareness of opportunities at Cal Maritime and in the maritime industries among under-served populations.

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

 


Athletics Master Plan

ATH Mission

The mission of the Athletics Planning Committee is to develop an athletics plan, based on the conceptual vision of the Educational Master Planning Guide (EMPG). The plan will be developed with the maximum input from students, faculty, staff, and the community and by working collaboratively with the other strategic planning committees with the intent to position Cal Maritime for excellence in academics, athletics, and fitness.

ATH Vision

To become a pre-eminent Division II program in the 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.

ATH Guiding Principles

  • Support one or more of the objectives/aspirations of the CSU system and of the Cal Maritime Campus Strategic Goals for the first five year plan (2016-2021) in developing objectives, desired outcomes and strategies.
  • 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.
  • Review progress and make revisions to the objectives, desired outcomes, and strategies as needed to meet the goals of Cal Maritime.

Objectives and Outcomes

Objective 1

Provide intercollegiate student-athletes with the highest quality academic, athletic and social experience.

Outcome A: Academic performance of all student athletes will be improved.

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.

Objective 2

Achieve competitive success in every intercollegiate program.

Outcome A: Student athletes will compete at a championship level in Cal Pac Conference or other affiliated 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.

Objective 3

Develop and maintain a campus environment which promotes sportsmanship, recreation, and physical fitness.

Outcome A: Programs will be in place that promote the benefits of a healthy and active athletic lifestyle.

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

Outcome C: Participation in programs that promote maritime recreation and safety such as sailing, boating, and kayaking, will be increased.

 


Information Technology Master Plan

IT Mission

Information Technology Services provides secure, reliable and integrated technology solutions in alignment with academic and administrative goals, while delivering excellence in customer service. In support of this mission, we will:

  • Partner with the college community to understand the information technology needs of faculty, staff and students.
  • Provide leadership and planning for the effective and strategic use of emerging technologies.
  • Demonstrate technical and operational excellence through a commitment to professionalism and continuous service improvement.

IT Vision

The Technology Department will provide continuously improving services, create operational efficiencies, and foster innovation in support of Cal Maritime's mission and its community of staff, faculty and students.

IT Guiding Principles

  • Collaboration: We are dedicated to a constructive, team- oriented environment, gathering varied perspectives, sharing knowledge and building effective partnerships with key stakeholders.

  • Continuous Improvement: We strive for operational efficiencies through the on-going development of the staff and the organization as a whole.

  • Innovation: We encourage creative and critical thinking in the development of technology services and solutions.

  • People: We listen to, respect and care for faculty, staff, students and one another, both professionally and personally.

  • Service: We strive to provide excellent service by being consistent, agile, reliable and accessible to all.

Objectives and Outcomes

Objective 1

Procure and integrate stateof- the-art technology to create a world-class teaching and learning environment for faculty and students.

Outcome A: Enhanced confidence in our Learning Management System from our students and faculty.

Outcome B: Simple, single sign-on capability for campus-wide applications.

Outcome C: Increased number of smart 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: Increased customer satisfaction of all IT services.

Outcome C: 100% completion of selected customer service courses by all IT personnel.

Objective 3

Increase efficiency of administrative applications that support Cal Maritime through the optimization of cutting-edge software solutions.

Outcome A: Complete online implementation of digital archive for Admission documents and other resource materials.

Outcome B: Enhanced efficiency and streamlined use of PeopleSoft and its modules in order to improve the user experience and increase productivity.

Outcome C: 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 implementation of the newest generation of security technologies.

Outcome A: Enhanced security and safeguards for the campus network infrastructure.

 


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 as the student population changes and academic programs are added.

SL Vision

Cal Maritime has a campus community with modern residential facilities; policies and programs that enhance, improve and provide Cal Maritime students with exceptional campus life experiences to complement their academic learning.

SL Guiding Principles

  • Academic priorities drive our goals.
  • We are a residential campus which results in higher retention rates and academic success.
  • Academic and Corps of Cadets responsibilities drive and constrain the creation of programs in campus life.
  • The campus community continues to grow in headcount and diversity.
  • Cast a wide net across the CSU and other maritime academies to discover best practices, best processes, and best tools to employ at Cal Maritime.
  • Decisions made are informed by and in alignment with the President’s planning guidance.
  • 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.

Objectives and Outcomes

Objective 1

Improve cadet academic performance.

Outcome A: Enhanced academic support programming is provided.

Outcome B: Increased participation in co-curricular programming.

Objective 2

Enhance the overall residential experience for cadets.

Outcome A: The physical maintenance and appearance of the residence halls are improved.

Outcome B: Residential programming is enhanced.

Objective 3

Enhance campus community and pride.

Outcome A: Increased engagement opportunities for our off-campus students.

Outcome B: Increased student engagement in new and existing campus traditions.

Outcome C: Enhanced collaborative relationships with the community.


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Last updated: 7/16/20