2026-2027 Cabinet Goals

Key priorities: 

• Define the Cal Poly Pomona Cooperative Education model by articulating how Co-Op provides an integrated, extended work-based learning experience that complements internships, undergraduate research, service learning, and other polytechnic opportunities. 

• Assess existing experiential learning opportunities, creating a common inventory and coding system, identifying gaps and opportunities across the university, selecting a pilot college for implementation in 2027, and establishing a roadmap to scale the Co-Op model in alignment with workforce needs and equitable student access. 

• Develop a three-year strategy and timeline for Co-Op implementation through shared governance processes.  

• Develop a strategy and environmental scan for expanding employer and campus partnerships by identifying new industry, government, nonprofit, and on-campus opportunities that provide students with meaningful, paid professional experiences. 

Key priorities: 

• Identify a dual admission opportunity with community college partners to create a seamless pathway to Cal Poly Pomona. 

• Develop a comprehensive strategy for adult learners focused on degree completion, credit for prior learning, module-based learning, microcredentials, industry certifications, stackable credential pathways and expanded access through fully online bachelor's degree programs. 

• Identify priority student populations for degree completion initiatives and develop an implementation plan for targeted outreach and student support. 

• Develop a comprehensive K–12 outreach strategy by engaging superintendents, principals, and school counselors as ambassadors for Cal Poly Pomona while establishing a plan to welcome every eighth-grade student in our service region to campus within three years, strengthening awareness of the opportunities and transformative impact of a Cal Poly Pomona education. 

Key priorities: 

• Develop a university-wide framework to better align academic advising, career development, and the curriculum, including an assessment of current policies, practices, and career pathway integration across colleges; including the effective use of early alerts, student success data, and coordinated interventions to improve persistence, timely graduation, and career readiness. 

• Develop a student engagement and belonging plan that includes strategies to better support commuter and residential students, increase opportunities for connection with faculty through office hours, and enhance welcoming student spaces across campus. 

• Advance the Cal Poly Pomona Digital Campus Ecosystem for 2030 by assessing the current environment, defining a unified, user-centered and AI-enabled future state, developing a three-year implementation plan, and completing the plan’s first-year initiatives to improve accessibility, efficiency, engagement, and brand alignment 

Key priorities: 

• Develop a strategic implementation plan for a future nursing program, including an assessment of program feasibility, accreditation requirements, clinical placement capacity, industry and healthcare partnerships, and long-term resource needs. 

• Strengthen partnerships with healthcare providers and community organizations to establish the relationships necessary to support future clinical education and health related workforce development opportunities. 

Key priorities: 

• Provide financial aid packages at the time of admission to help students and families make informed enrollment decisions. 

• Complete the scholarship optimization project to maximize scholarship opportunities for all eligible students. 

• Launch the Broncos Covered initiative to advance student affordability and economic mobility by fully covering mandatory tuition and campus-based fees for eligible California resident undergraduate students (SAI ≤ $5,000). Beginning with new first-time freshmen and transfer students in Fall 2026 and Spring 2027 and expanding annually, the initiative will preserve remaining grant aid to support the total cost of attendance while reducing financial barriers to enrollment, persistence, and degree completion, with approximately 48% of admitted undergraduate students eligible for Broncos Covered. 

• Develop and approve an implementation plan by the end of the 2026–27 academic year to establish a Financial Wellbeing Center for the 2027–28 academic year, providing students with financial literacy education, budgeting tools, financial coaching, and coordinated financial wellness resources. 

Key priorities: 

• Identify and implement three to five operational efficiency initiatives that improve service, reduce administrative burden, and enhance institutional effectiveness. 

• Conduct a comprehensive assessment of alternative revenue opportunities to develop a strategic plan 27-28 to expand revenue through university assets, facilities, signature programs, and other entrepreneurial initiatives. 

• Develop an implementation plan for the Experiential Leadership Institute, positioning Cal Poly Pomona as a destination for executive education, leadership development, and professional learning. 

• Complete a comprehensive student housing assessment and develop recommendations that align housing, enrollment, and student success priorities. 

• Advance planning for the Bronco Mobility Hub in partnership with Foothill Transit for completion by LA2028 Olympics to improve transit connectivity, campus accessibility, and transportation options for students, faculty, staff, and visitors. 

Key priorities: 

• Establish a University Budget Committee to strengthen transparency, shared governance, and campus engagement in budget planning and resource allocation. 

• Develop and implement an annual budget calendar and communication framework that provides timely updates on the university's financial priorities, investments, and challenges while strengthening financial literacy across the campus community. 

Key priorities: 

• Establish university-wide baseline measures for employee engagement, well-being, belonging, and trust, and implement an action plan to improve employee experience. 

• Launch the Community and Belonging, Sustainability, and Health and Wellness Working Groups, expand employee affinity groups, and increase opportunities for recognition, connection, and community building. 

• Increase employee awareness of CPP Forward and strengthen transparent, two-way communication that connects employees to the university's mission and strategic priorities.

Key priorities:   

• Conduct a university-wide inventory of existing career mobility and succession planning practices to identify current career pathways, resources, gaps, and succession priorities for critical positions, informing the development and framework in late Year 2; implementation in Year 3. 

• Develop an integrated professional learning strategy by inventorying campus and CSU learning resources by division, identifying division-specific and university-wide gaps, and establishing coordinated development opportunities for employees, managers, and leaders. 

• Expand leadership and supervisory development programs that strengthen management effectiveness and organizational capacity. 

Key priorities:   

• Complete a comprehensive staff compensation and equity analysis, implement prioritized recommendations, and maintain current job descriptions and workforce policies. 

• Assess and streamline employee-facing administrative processes, establish service standards, and improve the consistency and responsiveness of university services. 

• Implement continuous assessment measures that monitor employee engagement, retention, and workplace satisfaction to guide future improvements. 

Key priorities:   

• Develop college and department profiles that establish baseline measures of alumni employment, earnings, industry engagement, and geographic impact to inform academic planning and workforce development. 

• Develop an institutional impact dashboard and annual reporting framework that measures workforce outcomes, economic contribution, alumni engagement, research, partnerships, and community impact. 

Key priorities:   

• Assess existing industry, government, alumni, and community partnerships and develop a university-wide strategy to strengthen collaboration and regional impact. 

• Develop a regional innovation and engagement strategy that advances multidisciplinary innovation hubs in workforce priority areas such as aerospace, advanced manufacturing, health, and agriculture, while aligning workforce partnerships, applied research, entrepreneurship, and community engagement with California’s workforce and economic priorities. The strategy will define hub priorities, governance, partnerships, funding opportunities, and success metrics. 

• Advance the Lanterman Development initiative by securing concept approval by the CSU Board of Trustees, initiating environmental review, and developing a partnership and implementation framework. 

Key priorities:   

• Develop and begin implementing an integrated marketing and communications strategy, including a modernized website and coordinated storytelling platform that elevates Cal Poly Pomona's polytechnic identity and statewide impact. 

• Develop a comprehensive alumni engagement strategy that expands opportunities for mentoring, philanthropy, advocacy, career networking, and university ambassadorship.