Strategic Plan: Goal Two

Nurture exceptional teaching, scholarly and creative work.

Year 1

2026-27

Year 2 

2027-28 

Year 3 

2028-29

Year 4 

2029-30

Year 5 

2030-31

Objective 2.1: Innovative teaching and learning excellence

Establish CMDI as one of the leading colleges for innovative teaching and learning. (By 2030, Department Chairs, Associate Deans and Associate Chairs)

Tactics

Continue to support the Inclusive Pedagogy workshop series and keynote sessions led by the Faculty Director of Diversity, Equity and Inclusion.  

Debut a national writing retreat hosted by the inclusive pedagogy series that prioritizes research and publication on curriculum development, the state of higher education and teaching and critical pedagogy. (By 2030, Faculty Director of Diversity, Equity and Inclusion) 

 

Objective 2.2: Faculty development, mentoring and scholarly productivity

Increase faculty opportunities and participation in mentoring, professional development, grant development, teaching enhancement and research support programs, while improving faculty retention and scholarly productivity. (By 2029, Associate Dean of Faculty Development) 

Tactics

Develop and implement an enhanced faculty onboarding and career development framework for the varied faculty segments. (Associate Dean of Faculty Development, with the support of the Dean's Office and CMDI Faculty Affairs) 

  • Sub-Tactic 2.2.1.a: Enhance faculty onboarding to clarify expectations, milestones, support resources and advancement opportunities. Consider using a model that includes onboarding with a focus on inclusive pedagogy best practices, continuing through promotion, leadership and late-career development in consultation with the Personnel Director and Faculty Director for Diversity, Equity and inclusion.  
  • Sub-Tactic 2.2.1.b.: As a component of the college’s comprehensive onboarding efforts, develop and implement an inclusive pedagogy intensive orientation that enhances the onboarding experience for new faculty and graduate students. (By 2030, Faculty Director of Diversity, Equity and Inclusion) 
  • Sub-Tactic 2.2.1.c: By spring 2027, implement a CMDI faculty development mentorship program aligned with the aims of the career development framework.  

Launch the proposed CMDI Funding Academy to support faculty in identifying and pursuing external grants, fellowship and sponsored research opportunities. (By December 2026, Associate Dean of Scholarly and Creative Work) 

  • Sub-Tactic 2.2.2.a: Include elements such as peer-review opportunities, connection to campus research development resources and funding opportunities. 

Establish a faculty development career arc that prepares faculty for major awards, recognition and career achievement or promotion opportunities. (By 2028) 

  • Sub-Tactic 2.2.3.a: Identify and mentor tenured and tenure-track faculty candidates for major recognitions, including, but not limited to, annual Provost's awards for pre-tenure and post-tenured faculty and Distinguished Professor designation for full professors. 
  • Sub-Tactic 2.2.3.b: Align mentoring and professional development opportunities with award and recognition criteria. 
  • Sub-Tactic 2.2.3.c: Develop tenure-track faculty understanding of career milestones through onboarding, Comprehensive Review for Reappointment, Promotion & Tenure (CRPT), promotion and advancement processes. 
  • Sub-Tactic 2.2.3.d: Support faculty participation in professional organizations and scholarly networks that enhance visibility and nomination opportunities. 
  • Sub-Tactic 2.2.3.e: Establish annual review discussions for the dean, associate deans and department chairs to identify and cultivate future award and recognition candidates. 
  • Sub-Tactic 2.2.3.f: Provide coaching and support for faculty pursuing major campus, disciplinary and national awards. 

Objective 2.3: Endowed faculty fundraising

During the CU Boulder comprehensive fundraising campaign, the college will lead an effort to raise $7.5 million for endowed faculty positions to support teaching, research, scholarship and creative excellence. (By Fiscal Year 2031-32, Assistant Dean of Advancement in partnership with the Dean) 

Tactics

Secure endowed resources that support faculty excellence, recruitment and retention. These can include:   

  • Endowed chairs ($2.5 million endowment = $100,000 annually)   
  • Endowed professorships ($1.5 million endowment = $60,000 annually)   
  • Endowed fellowships ($500,000 endowment = $20,000 annually)   
  • Endowed scholar positions ($250,000 endowment = $10,000 annually) 

Develop recommendations to increase funding mechanisms to support scholarly and creative work and professional development opportunities. (By Fall 2027, Assistant Dean of Finance and Business Operations, in partnership with the Dean) 

  • Sub-Tactic 2.3.2.a: Secure up to $1 million in the Dean’s Research Excellence Fund to support scholarly and creative work over 10 years. 
  • Sub-Tactic 2.3.2.b: Establish transparent and equitable processes for accessing development and scholarly and creative work funding. 
  • Sub-Tactic 2.3.2.c: Define development, scholarly and creative work funding opportunities available to faculty and graduate students. 
  • Sub-Tactic 2.3.2.d: Establish clear eligibility criteria and application processes for funding opportunities. 
  • Sub-Tactic 2.3.2.e: Publish and maintain a resource guide outlining available funding sources, deadlines and support programs. 
  • Sub-Tactic 2.3.2.f: Regularly assess funding utilization, gaps and emerging needs to inform future investments. 
  • Sub-Tactic 2.3.2.g: Communicate funding outcomes and impact stories to demonstrate the value of contribution and encourage participation. 
  • Sub-Tactic 2.3.2.h: Consider increasing annual faculty scholars funds, expanding support for graduate students and evaluating opportunities to strengthen funding for teaching excellence. 

Objective 2.4: Visibility of scholarly and creative work

Increase the visibility and public impact of CMDI scholarly and creative work through strategic communications, public engagement, showcases and media presence. (By December 2031)

Tactics

 Expand the promotion of scholarly and creative work. 

  • Sub-Tactic 2.4.1.a: The Associate Dean of Scholarly and Creative Work will create a CMDI New Works initiative highlighting books, documentaries, exhibitions, publications and creative projects. 
  • Sub-Tactic 2.4.1.b: The Director of Space and Facilities and Assistant Dean of Communications and Engagement will establish physical displays featuring faculty publications and creative work in CMDI buildings. 

Encourage and support faculty thought leadership, public scholarship and public/media engagement. (Assistant Dean of Communications and Engagement)

  • Sub-Tactic 2.4.2.a: In coordination with Strategic Relations and Communications (SRC), the CMDI Assistant Dean of Communications and Engagement will arrange for annual media training opportunities for faculty. 
  • Sub-Tactic 2.4.2.b: Support faculty engagement with local, national and international media outlets and continue support for The Conversation workshop (writing opinion pieces). 
  • Sub-Tactic 2.4.2.c: Make strategic recommendations to SRC for pitching faculty experts to media in areas aligned with campus priorities, societal challenges and emerging opportunities. 
  • Sub-Tactic 2.4.2.d: Leverage CMDI-owned communication channels (LinkedIn, website, newsletters, etc.) to elevate faculty research, scholarship and creative work. 
  • Sub-Tactic 2.4.2.e: Define appropriate metrics measurements for earned media, paid advertising and social media engagement and set annual goals for increased visibility. 

Develop engagement metrics and evaluation criteria for scholarly and creative events to ensure alignment with strategic goals. (By December 2027, Assistant Dean of Communication and Engagement and Associate Dean of Scholarly and Creative Work) 

  • Sub-Tactic 2.4.3.a: When developing event criteria, these leaders will consider event success through outcomes beyond attendance, including engagement, learning, collaboration, visibility and community-building. 

Objective 2.5

Build a cross-CMDI practice of identifying and nominating college faculty for campus, national and international awards, honors, fellowships, lectureships and other recognitions, to become part of CMDI's annual activity cycle. (By May 2031, Associate Dean of Faculty Development and Associate Dean of Scholarly and Creative work) 

Tactic

Establish a coordinated annual faculty awards, honors and recognition program. (By December 2027, Associate Dean of Faculty Development and Associate Dean of Scholarly and Creative work) 

  • Sub-Tactic 2.5.1.a: Work with the CMDI Faculty Council and department chairs to identify priority opportunities, including, but not limited to, Distinguished Professor, Hazel Barnes Prize, Provost Faculty Achievement Awards, Boulder Faculty awards, campus lectureships, fellowships and disciplinary awards. 
  • Sub-Tactic 2.5.1.b: Develop an annual nomination calendar for the awards, honors and recognition determined above. By December 2026, the associate deans will present a nomination plan to CMDI leadership. 
  • Sub-Tactic 2.5.1.c: Develop college-level guidelines to be used by academic departments to develop a college faculty awards and recognition nomination process. 
  • Sub-Tactic 2.5.1.d: Train department chairs and associate chairs on award criteria, timelines and nomination processes. 
  • Sub-Tactic 2.5.1.e: Develop a system for identifying faculty award candidates and coordinating nomination materials, including external letters of support. 
  • Sub-Tactic 2.5.1.f: Submit a nomination for at least one qualified faculty member annually for campus Distinguished Research Lectureship and Provost’s Faculty Achievement Award consideration.