California faces a dramatic shortfall of college-educated workers. According to the Public Policy Institute of California, by 2030, the state will be more than a million bachelor’s degrees short of what its innovation economy requires to thrive. In other words, if every college and every university in the state of California continues to graduate students at the current rate, the state will still be more than 1 million degrees short of what employers need. California State University Channel Islands (CSUCI) is positioned to help meet the needs of the state’s growing economy. The university has committed to addressing that shortfall by serving a largely first generation, underserved student population. CSU Channel Islands’ Solution “CSUCI is about access to education. We believe that we play a pivotal role in equity and social mobility for vulnerable populations with in our region, state, and our nation,” says Nichole Ipach, Vice President for University Advancement. The large majority of the university’s populations come from first generation, underserved, low-income, and underrepresented groups. Such populations are critical to filling the state’s need for college-educated workers. “Serving these populations is at the heart of our mission at CSUCI. In fact, CSUCI was ranked 18th in the nation for social mobility just this year,” says Ipach. The student population at CSUCI is 50 percent Hispanic, where 60 percent are the first generation in their families to go to college. About 80 percent of students are qualified for financial aid, creating tremendous social mobility opportunities for graduates. Student Focus Leads to Statewide Success George Leis, the President of Montecito Bank and Trust and the currently the CSUCI Foundation Board Chair, has been a proud member of the CSUCI Foundation Board for almost 10 years. Over that time, he watched the university change the lives of...

Part two of a two-part feature. Read the first article. In 2014, real estate technology provider Yardi established The Yardi Foundation, which supports nonprofit organizations that are located near the company’s offices around the world. Yardi opted for a two-tier CSR model, dividing a seven-figure donation between them: one tier supports several small-scale projects. Yardi designates a sum for every office of more than 50 employees. The grants are allotted to local organizations that are nominated by employees and approved by peer committees. The second tier takes on an international challenge. Yardi launched Yardi Vasti Vikas Prakalp (YVVP) in Pune, India in 2006. It is one of Yardi’s largest CSR programs to date, providing financial support to 17 local non-governmental organizations (NGOs) and community-based organizations (CBOs). All partnering entities serve some of India’s most disadvantaged neighborhoods. Gordon Morrell, Executive Vice President, Yardi, works closely with The Yardi Foundation. “Our work there is focused within the urban poor communities that are just a short distance from the office. These projects include cleaning shared toilet blocks to improve sanitation, working in local schools and preschools, providing vocational training for young people, and funding a mobile medical unit specifically for women’s health issues. Some of the work is conducted by NGOs; in addition, Yardi has hired social workers to provide direct services in many of the areas,” Morrell said. Yardi uses multiple measures of success including impact surveys and reports directly from the NGOs and CBOs. As of 2016, YVVP provided health care services for 120,000 women and children; 500 sanitation units for poor urban communities; and career services for 1,480 teens and young adults. “We got involved in CSR because we simply wanted to give back to the communities that have supported our business and our...