The Last Word
Growing Intelligently
President Armstrong on a strategy to guide Cal Poly into a stronger, more sustainable future.
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President Jeffrey D. Armstrong // Photo by Dylan Head
Over the past few years, I have often used this space to bang the drum about the importance of growth. Today, I’d like to talk about how we grow — any growth needs to be intelligent, equitable and sustainable.
By intelligent, I mean that Cal Poly’s growth should directly address otherwise unmet needs both at the university and for the California State University system (CSU) more broadly. The larger needs are clear: California urgently needs more college graduates, especially in STEM fields. In recognition of this, Governor Newsom agreed to a deal with the CSU: he would promise stable, predictable funding for five years if the universities within the CSU would increase enrollment by 1% per year. Cal Poly can grow, and thus we must do our part to help the CSU meet its obligations.
The local needs are more complex, but I’ll simplify them to this: If we can find a way to increase state-funded enrollment faster than we increase our capital costs to educate those students, we have the possibility of generating some surplus revenue, which could be directed to the many underfunded areas of need (staff and faculty salaries, deferred maintenance, and so on). This is the logic driving our transition to year-round operations — getting more use from existing resources that have generally sat idle outside of the traditional academic school year.
Growth needs to be intelligent, equitable and sustainable.
As we consider growth, we also have to make Cal Poly attractive and affordable to every qualified high school graduate in the state, so that our student body reflects the diversity of the state in all its many facets. Our award-winning Cal Poly Scholars program shows the way: By offering adequate financial aid packages and wraparound social and academic support, Cal Poly Scholars has attracted many more highly qualified Latino students as well as first generation students and students who qualify for federal Pell grants. The greater schedule flexibility of this new plan is expected to make it possible for many more students to study abroad, complete internships or co-ops, or participate in original research — all of which contribute to more timely graduation. The integration of Cal Maritime with Cal Poly will also help, since Maritime has successfully required all students to engage in these high-impact practices.
Growth must also be sustainable, for our people, our purse and our place. Operating year-round promises to make more efficient use of housing, student dining and classroom space — but that cannot come at the expense of overworking our faculty and staff. Over the past two years, Cal Poly has hired 117 tenure-track faculty, partially with an eye toward expanding our capacity once year-round operations begin in 2027-28. We will continue to expand both faculty and staff as the student body grows. This appears to be the best strategy for protecting the purse as well, since it aims to increase enrollment without increasing capital investment.
Finally, we have to be good stewards of this wonderful place that is the Central Coast. We pursue that goal in many different ways — from regional economic development, to easing the path for local applicants, to expanding childcare options both on campus and off — but I’ll focus on campus water consumption as an illustration. Since 2003 the number of people living on campus has more than doubled, and the square footage of built space has increased by more than 60% — but our demand for fresh water has stayed the same. When we complete the water reclamation facility currently underway, we will use even less fresh water than we do today and reduce our outbound wastewater stream, treating it here on campus so it is sanitized and safe for irrigation use.
So, yes, Cal Poly must grow, and it is within our power to ensure that we grow intelligently, equitably and sustainably.
Sincerely,
Jeffrey D. Armstrong
President
