Strategic Plan: Goal One

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

Year 1

2026-27

Year 2 

2027-28 

Year 3 

2028-29

Year 4 

2029-30

Year 5 

2030-31

Objective 1.1: Curriculum innovation and competencies

Implement three new academic initiatives in screen media and creative industries, A.I. ethics and literacy and professionalization. CMDI will also integrate sustainability and design competencies across existing CMDI programs and curricula. (By December 2029, Associate Dean of Undergraduate Education and Associate Dean of Graduate Programs) 

Tactics

The existing working group that convened in Spring 2026 for the Curriculum Task Force efforts will begin development of an A.I. Literacy minor and/or certificate with a target implementation date of Fall 2028. The faculty working group on A.I. literacy will be established by Fall 2027.

  • Responsible Lead(s): AI Literacy Working Group
  • Implementation Period: Years 1-3
  • Target Completion: Year 3
     
    • Sub-Tactic 1.1.1.a: The working group is currently developing an A.I. ethics and literacy minor and/or certificate.
    • Sub-Tactic 1.1.1.b: The college is currently integrating A.I. literacy, ethics and responsible use into existing coursework.
    • Sub-Tactic 1.1.1.c: The college is currently exploring connections between A.I., sustainability and ethical leadership.
    • Sub-Tactic 1.1.1.d: Develop graduate-level guidance and programming related to A.I. literacy.
    • Sub-Tactic 1.1.1.e: Establish visiting scholars and practitioner opportunities focused on A.I., ethics and emerging technologies.

The existing working group that convened in Spring 2026 for the Curriculum Task Force efforts will expand the academic focus on developing professional skills throughout the student experience. The faculty working group on professionalization will be established by 2028.

  • Sub-Tactic 1.1.2.a: Develop and implement an undergraduate professionalization minor that prepares students for internships and career success.
  • Sub-Tactic 1.1.2.b: Embed career readiness competencies throughout existing coursework.
  • Sub-Tactic 1.1.2.c: Develop faculty recommendations for mentorship, networking and co-authoring experiences.
  • Sub-Tactic 1.1.2.d: Explore partnerships with other schools or colleges such as the Leeds School of Business or Law School.
  • Sub-Tactic 1.1.2.e: The Associate Dean of Graduate Programs will convene a separate working group at the graduate level comprising associate chairs for grad studies and grad faculty group to determine college guidelines or recommendations for departments, such as classes or workshops.

The existing working group that convened in Spring 2026 for the Curriculum Task Force efforts will develop screen and creative industries programming and experiential opportunities. The faculty working group on screen and creative industries will be established by 2028.

  • Sub-Tactic 1.1.3.a: Submit a screen and creative industries certificate proposal by Fall 2026.
  • Sub-Tactic 1.1.3.b: Launch classes needed for the certificate by Fall 2028.
  • Sub-Tactic 1.1.3.c: Align programming with Sundance Film Festival and related industry opportunities.
  • Sub-Tactic 1.1.3.d: Explore faculty and student engagement opportunities connected to screen and creative industries.

Support ongoing curricular innovation by expanding sustainability-related curriculum and student learning opportunities by 2028.

  • Sub-Tactic 1.1.4.a: Support development and implementation of sustainability-focused academic programs, certificates, minors and interdisciplinary learning opportunities.
  • Sub-Tactic 1.1.4.b: Review programs annually to ensure alignment with industry, societal, technological and environmental changes.
  • Sub-Tactic 1.1.4.c: Explore development of an online sustainability course that supports campus sustainability goals and recognition efforts. (A recommendation from campus sustainability team)

Objective 1.2: Career development and industry partnerships

Expand and strengthen opportunities for undergraduate students to engage in career development, mentorship, internships and industry partnerships to support career readiness and post-graduation success. (By 2030, Associate Dean of Undergraduate Education and Assistant Dean of Student Success and their teams)

Tactics

Strengthen engagement with the CMDI professional community to expand career development opportunities for students.

  • Sub-Tactic 1.2.1.a: Develop and maintain the infrastructure to support professional community engagement, including the establishment of a new CMDI customer relationship management (CRM) system, Community Canvas courses and coordinated partnerships with faculty, student organizations, professional associations and Advancement.
  • Sub-Tactic 1.2.1.b: Expand engagement and relationships with alumni and industry partners through mentorship, networking, career programming, panels and other forms of engagement to support student professional development and alumni relationships with the college.
  • Sub-Tactic 1.2.1.c: Track and increase student participation in internships and experiential learning opportunities.
  • Sub-Tactic 1.2.1.d: Each academic department will designate a faculty member to serve as the career development liaison, partnering with the Student Success team, Communications and Engagement team and department leadership to advance student professional development initiatives.
  • Sub-Tactic 1.2.1.e: Improve tracking of career placement and post-graduation outcomes through developing and administering an annual pre-graduation survey each April in the capstone or appropriate senior-level courses.

Expand career preparation programming for undergraduate students.

  • Sub-Tactic 1.2.2.a: Establish CMDI Career and Student Professional Development Services, including discipline-specific career advising, events, internship for credit programming, professional community partnerships and other student career readiness initiatives.
  • Sub-Tactic 1.2.2.b: Identify and establish key times during a student’s academic pathway to introduce career and professional development strategies.
  • Sub-Tactic 1.2.2.c: Expand college and department-directed career preparation activities focused on resumes, interviewing, networking, portfolios and other professional skills.
  • Sub-Tactic 1.2.2.d: Increase student participation in CMDI career events and programming.
  • Sub-Tactic 1.2.2.e: Develop department-specific career preparation workshops and industry engagement opportunities. 
  • Sub-Tactic 1.2.2.f: Explore and establish a systematic student engagement and recognition program focused on career preparation efforts and achievements that could be formalized into a credential for a student. This could also be expanded to other years in a student’s academic journey.
  • Sub-Tactic 1.2.2.g: By 2030, develop and implement a systematic CMDI student engagement and recognition program. This will promote participation in academic, co-curricular and professional development opportunities throughout students' academic journey fostering student belonging and success while exploring opportunities to formalize students’ career preparation and achievement into a credential upon graduation. 

Increase organizational capacity to support career outcomes for undergraduate students.

  • Sub-Tactic 1.2.3.a: By December 2026, realign staff responsibilities and establish two full-time staff positions (lead role and coordinator role) to direct employer engagement, career readiness initiatives and student professional development.

Objective 1.3: High-impact practices and student engagement

Increase student participation in high-impact practices by expanding access to meaningful academic, professional and co-curricular experiences, including study away/education abroad programs, opportunities in student employment, undergraduate research, scholarships, mentorship, leadership development, community engagement and experiential learning that support student success and belonging. (By 2030, Associate Dean of Undergraduate Education and Assistant Dean of Student Success and their teams)

Tactics

Increase awareness and access to high-impact practice learning experiences.

  • Sub-Tactic 1.3.1.a: Increase awareness and participation of education abroad opportunities.
  • Sub-Tactic 1.3.1.b: Increase awareness and participation in the Heidi L. Wagner CMDI in DC program and related experiential learning programs.
  • Sub-Tactic 1.3.1.c: Increase awareness and participation in student employment and research experiences.
  • Sub-Tactic 1.3.1.d: By Fall 2027, expand access to residential learning communities (RLC) and first-year seminars to all CMDI incoming first-year students to support engagement, belonging and first-year retention.
  • Sub-Tactic 1.3.1.e: Strengthen capstone experiences across CMDI to ensure all students complete a culminating high impact practice that connects academic learning with professional, creative or community-based applications before graduation.

Expand access or opportunities through scholarships and financial support. (By 2031, Senior Director of Student Recruitment and Outreach)

  • Sub-Tactic 1.3.2.a: Review and strengthen scholarship support for participation in high-impact practices.
  • Sub-Tactic 1.3.2.b: Develop strategies to increase access for first-generation and underserved students.

Improve or enhance programs that support student success.

  • Sub-Tactic 1.3.3.a: Explore dual credit and pre-college opportunities for prospective students.
  • Sub-Tactic 1.3.3.b: Implement approved programs by Summer 2029
  • Sub-Tactic 1.3.3.c: Evaluate CMDI 1010/1040/2030 and related first-year experiences that support earlier major exploration and student belonging.
  • Sub-Tactic 1.3.3.d: Explore expanding Pathways program to include partnership with the Program for Exploratory Studies (PES) incoming students to introduce PES students to CMDI majors.
  • Sub-Tactic 1.3.3.e.: Explore seamless ways for PES students to gain CMDI admission without going through the Intra-University Transfer (IUT) process.

Convene a working group to recommend improvements and updates to CMDI Pathways to Excellence, Connections Academy and other scholars’ programs to expand and enhance these existing high-impact practices and student success initiatives. (By early 2027, the Assistant Dean of Strategic Initiatives, Associate Dean for Undergraduate Education and their teams)

  • Sub-Tactic 1.3.4.a: Evaluate the impact of participation in the Pathways program as related to student retention both from year one to year two and persistence to graduation.
  • Sub-Tactic 1.3.4.b.: Implement tracking of alumni after graduation.
     

Objective 1.4: Recruitment and degree completion

Increase recruitment, enrollment, retention and degree completion in CMDI programs through targeted recruitment, outreach, scholarship and student success initiatives. (By 2030, Associate Dean of Undergraduate Education, Assistant Dean of Student Success and Senior Director of Student Recruitment and Outreach) 

Tactics

Strengthen recruitment and enrollment strategies (By 2031, Senior Director of Student Recruitment and Outreach)

  • Sub-Tactic 1.4.1.a: Identify and pursue emerging geographic recruitment markets and populations. 
  • Sub-Tactic 1.4.1.b: Develop student-interest and academic major-specific recruitment strategies. 
  • Sub-Tactic 1.4.1.c: Expand digital and print recruiting campaigns and, in partnership with the Communications and Engagement Team, launch digital/social paid advertising for targeted enrollment efforts. 
  • Sub-Tactic 1.4.1.d: Partner with campus Enrollment Management to strengthen recruitment activities. 
  • Sub-Tactic 1.4.1.e: Develop strategies to improve Colorado resident yield and enrollment conversion. 
  • Sub-Tactic 1.4.1.f: Connect recruitment initiatives with Pathways, Diverse Scholars and related campus programs. 

Develop programs with alumni to support recruitment. (By 2031, Senior Director of Student Recruitment and Outreach) 

  • Sub-Tactic 1.4.2.a: Connect prospective students with alumni. 
  • Sub-Tactic 1.4.2.b: Develop alumni ambassador opportunities. 
  • Sub-Tactic 1.4.2.c: Highlight alumni success stories in recruitment collateral. 
  • Sub-Tactic 1.4.2.d: Incorporate alumni engagement into recruitment events and outreach efforts. 

Strengthen student success, retention and timely degree completion through a coordinated, proactive and data-informed support model that fosters engagement, belonging and academic achievement throughout the undergraduate experience. (By 2031, Associate Dean of Undergraduate Education and Assistant Dean of Student Success)

  • Sub-Tactic 1.4.3.a: Implement a coordinated early intervention strategy that leverages campus Early Alert data and Course Alert data to proactively connect students experiencing academic challenges with advising support and campus resources. 
  • Sub-Tactic 1.4.3.b: By Fall 2027, expand access to residential learning communities (RLC) for all CMDI incoming first-year students to support engagement, belonging and first-year retention. 
  • Sub-Tactic 1.4.3.c: Expand access to academic coaching services for all CMDI students to strengthen academic performance, resilience, persistence and timely degree completion. 
  • Sub-Tactic 1.4.3.d: Establish a comprehensive advising engagement model that includes required advising during the first four semesters and key academic milestones throughout the undergraduate experience. 
  • Sub-Tactic 1.4.3.e: Leverage and expand peer-to-peer support through CMDI’s Peer Advising services. 
  • Sub-Tactic 1.4.3.f: By Fall 2027, successfully implement a campus-wide student success technology platform, through comprehensive change management, training and cross-campus collaboration to enhance coordinated student support, streamline referrals and improve student success and retention. 
  • Sub-Tactic 1.4.3.g: Successfully implement a degree planning and academic progress tool, through comprehensive training, communication and collaboration with campus partners to support student success and improve timely degree completion.