During the 2006–07 academic year, the University of Colorado Boulder engaged in a comprehensive planning process to chart the course for the university for the next 25–30 years. We recruited a 54-member steering committee made up of faculty, staff, students, local community members, and other stakeholders to guide the planning process. Subject matter experts and other core contributors—representing faculty, community members, alumni, and staff—assisted the committee. Hundreds of faculty, staff, and students participated in seven open forums. Questions were raised, ideas were shared, and voices were heard. We sought ideas and viewpoints from civic and government leaders across the state. We also sought feedback from the CU Board of Regents and conducted focus group interviews with Colorado business and community leaders. Members of the steering committee organized into subcommittees assigned to address six central questions that would help guide the plan’s development. Each subcommittee submitted a report that included projections, analyses, and recommendations for action, and then these reports played a central role in the overall development of the strategic plan.
The campus leadership then developed the Flagship 2030 strategic plan consisting of a vision statement with six central themes; eight Core Initiatives designed to enable us to sustain quality and remain competitive in our core service areas; and ten Flagship Initiatives outlining our long-term aspirations that will distinguish CU-Boulder among the very best public research universities and transform us into the “new flagship” of 2030. CU-Boulder’s strategic plan, Flagship 2030, was approved by the university’s Board of Regents in November 2007.