Strategic Plan

Strategic Plan 2026-2031

 

Eleven years ago, we set out to build something new at CU. Then over the past academic year, the CMDI community asked a simple question: How do we keep evolving?

Through generative workshops, feedback sessions—and a whole lot of sticky notes on walls—we have created CMDI’s Strategic Plan to guide our next five years. This report is our statement of who we are and where we believe we can go. Together.

It reflects our conviction that this college is innovative and unconventional for the communities and world we serve. At the heart of this plan are four values that I hope you will recognize as distinctly CMDI: collaboration, compassion, creativity and curiosity. To succeed, we must live up to these values every day.

When we give students the chance to experiment and collaborate, we help prepare them for life beyond their first jobs. Supporting our faculty and staff is just as critical. When we invest in their professional growth, support their creative work and champion sustainable workloads, we build a stronger foundation for everyone. And when people with different experiences and perspectives feel welcome here, we all benefit.

 This is a living document. And it’s your document. I am pleased that more than 230 people—faculty, staff, students, college leaders and advisory board members—contributed their ideas on what CMDI should strive for in the years ahead. Our mission, vision, values and goals provide clear direction. We will learn from what works and adapt to what changes as we review the objectives and tactics annually. 

Strategic planning isn’t about predicting the future. It’s about building the courage and agility to meet whatever comes next. And this work belongs to all of us.

Onward!

Lori Bergen
Founding Dean

Sun hits the flat irons.
Rainbows in the sky
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snow flatirons
Flatirons Sunset
Iowa State at Folsom Field

Introduction

As you read through the following goals and objectives, you may observe similar items in different areas of the plan, especially around diversity, equity and inclusive practices; sustainability; faculty and staff well-being and engagement, etc. Seeing the items in multiple places is typical for strategic plans.

This is a “living” document. We will maintain the vision, mission, values and goals for the five-year horizon of the plan. However, we will evaluate the objectives and tactics annually for progress and adjust, as needed, to ensure alignment with university initiatives and other relevant factors. 

Where position titles are listed as responsible for achieving the objective and supporting tactics, this does not mean they are solely responsible for finishing it. Rather, it indicates the person/area responsible for ensuring the actions are carried out with the support of their teams and in partnership with college leadership. 

CMDI does not discriminate based on race, color, national origin, sex, age, disability, creed, religion, veteran status, marital status, political affiliation, political philosophy, pregnancy, sexual orientation, gender identity or gender expression in accordance with state, federal and Regent law.

Our Goals

 

 Prepare students for lifelong success as visionary leaders, creative professionals and engaged global citizens.

 

 Nurture exceptional teaching, scholarly and creative work.

 

 Foster communities where differences and the unconventional can thrive.

Vision

Building a just and sustainable world through fearless imagination.

Mission

We inspire communities of scholars, storytellers, designers and creative thinkers to transform humanity and the environment through expanded ways of knowing and doing.

Values

Collaboration

Compassion

Creativity

Curiosity

Goal One

Prepare students for lifelong success as visionary leaders, creative professionals and engaged global citizens.

Goal Two

Nurture exceptional teaching, scholarly and creative work.

Goal Three

Foster communities where difference and the unconventional can thrive.

Onward!

Frequently Asked Questions

  • The College was formed in 2015 and began with a vision and mission.
  • The previous plan was not completed with all the current departments.
  • CMCI underwent a complex and lengthy Academic Planning Review (ARPAC) that helped form the basis for a current-state snapshot of the college. ENVD also underwent this process, and the main recommendation for both entities were to engage in strategic planning efforts.
  • Then the Provost’s Office asked CMCI and ENVD to work together to integrate academic and administrative operations.  The Provost’s Office also recognized the need to integrate prior to entering into strategic planning.
  • So we are now in a place where we could take the necessary time to create a strategic plan for all seven departments. 

Finalizing the strategic plan marks the beginning of implementation, not the end of the process. Over the coming months, college leaders, departments and implementation teams will translate the plan into specific actions, timelines and measures of success. We will establish implementation priorities, identify responsible leads and develop a process for tracking and communicating progress. We commit to transparency and regular progress updates to faculty and staff. The strategic plan will serve as a roadmap to guide decision-making and investments over the next five years.

We are a multidisciplinary college and, unlike our colleagues in the Law School or Leeds School of Business, do not have one field of focus. This allows each academic and administrative group to come up with their own guiding principles, vision, mission and goals that align with the overarching vision, mission and goals of the college. This is where the specificity can be further developed in partnership with the college.

  • Department Chairs – Curriculum
  • Rick Stevens and Seow Ting Lee – Undergrad and graduate student initiatives
  • Nabil Echchaibi and Tim Kuhn – Faculty research, grants and development
  • Alea Richmond Akins and Rick Stevens – High-Impact Practices (HIPs), advising and student retention
  • Errol Hughes and Chrissy Harrison – Employee experience and organizational effectiveness
  • Danielle Hodge and Chrissy Harrison – Belonging and well-being
  •  Shelby Javernick and Rick Stevens – Recruitment and HIPs
  • Pat Ferrucci – Shared governance and faculty development
  • Mary Beth Searles and Elina Day – Fundraising and budget
  • Ryan Huff – Communications and visibility
  • John Berg, Norm Shearer, Peter DeLuca (alumni and industry experts) – Rollout communications ideation
  • Martin Kelley and CU Sustainability team – Campus sustainability direction

With over 230 participants ranging from undergraduate and graduate students to alumni and industry experts to faculty and staff, all voices and input were considered. Identifying common themes was necessary as the plan is designed for multiple audiences throughout the college.

The Leadership Team has staff representation from each functional area, and they provided insights from each of their teams and staff with whom they work during this representative process.

The strategic plan provides a framework for making decisions about how we invest time, funding and other resources. While not every initiative requires new funding, the plan will help us prioritize investments that advance our shared goals and have the greatest impact on students, faculty, staff and the college's future. As opportunities and budget decisions arise, we will use the strategic plan to help evaluate where resources can best support our priorities. This approach ensures that decisions are guided by a shared vision rather than competing individual interests or short-term needs alone.

The plan is intended to support and strengthen teaching, learning and student success as a core element of CMDI. Depending on the objectives and initiatives being advanced, faculty may see opportunities to enhance curriculum, expand interdisciplinary collaboration, incorporate emerging industry needs, improve student engagement or develop new learning experiences. The plan does not prescribe specific curricular changes, but rather highlights a few curriculum additions. The plan provides a framework for identifying opportunities and making informed decisions about how academic programs can evolve to meet the needs of students and the industries and communities we serve within CU academic parameters.

The strategic plan is not intended to create an entirely new set of responsibilities for everyone. Many faculty and staff will find that much of the work they are already doing contributes directly to one or more strategic priorities. Over time, some initiatives may require new projects, collaborations or ways of working, but implementation will be phased and prioritized to be manageable and sustainable. Leaders will work to align existing efforts with strategic priorities and look for opportunities to streamline work rather than simply adding more tasks.

Students should expect to see improvements that enhance their academic experience, sense of belonging, engagement opportunities and preparation for future careers. Depending on the initiative, this could include new learning opportunities, strengthened support services, expanded experiential learning, enhanced facilities and technology, stronger connections with industry and alumni and increased opportunities for collaboration across disciplines. While some changes will be visible in the near term, others will unfold over the next five-plus years as initiatives are implemented and evaluated.

What specifically should people do differently because of this plan?

The strategic plan is intended to help us make decisions with a shared set of priorities in mind. Faculty, staff and leaders are encouraged to use the plan as a lens when making decisions, proposing initiatives, allocating resources and identifying opportunities for collaboration. The goal is not for everyone to do more, but rather to ensure that we are moving in the same direction together. In practical terms, this means asking questions such as:

  • How does this work support our strategic goals?
  • Where can we collaborate across units to maximize impact?
  • How does this decision advance student success, innovation, belonging and/or other strategic priorities?
  • Are we directing our time and resources toward the outcomes that matter most?

Successful implementation will require participation and collaboration across the college. Faculty, staff and students will have opportunities to contribute through committees, working groups, implementation teams and ongoing conversations about strategic priorities. We also encourage departments to review the strategic plan to see how their own long-term planning can ladder into this framework. Individuals can also contribute by considering how their own work, ideas and expertise support the goals of the plan. The strategic plan belongs to the entire college community and its success depends on our collective engagement and commitment.

  • Establishing implementation structures and accountability for individual objectives and tactics, including identifying timelines and measures of success.
  • Launching initiatives that can have a meaningful impact and build momentum toward longer-term goals.
  • Creating a process for tracking and communicating progress, ensuring transparency and regular updates for faculty, staff, students and other stakeholders.

Additional priorities may be identified as implementation planning progresses and as opportunities emerge.

We will measure progress through a combination of implementation milestones, performance indicators and outcomes associated with each strategic objective. Success will include not only completing planned actions but also demonstrating meaningful impact in the areas the plan is intended to advance. We are committed to regularly reviewing progress, sharing updates with the college community at all-faculty, all-staff and leadership meetings and adjusting our approach when needed. The strategic plan is a living document and continuous assessment will help ensure that the plan remains relevant and effective.