Strategic Plan: Goal Three

Foster communities where difference and the unconventional can thrive.

Year 1

2026-27

Year 2 

2027-28 

Year 3 

2028-29

Year 4 

2029-30

Year 5 

2030-31

Objective 3.1: Inclusion and recognition strategies

Cultivate inclusion, equity, agency and recognition across CMDI for students, faculty and staff through targeted processes and strategies tailored to community needs and circumstances. (By 2030, Assistant Dean for Strategic Initiatives and Faculty Director of Diversity, Equity and Inclusion in collaboration with college and campus partners) 

Tactics

Develop durable and equitable processes and strategies designed to serve all communities through unique and targeted approaches. The recommended approaches will focus on the lived and individual experiences and achievements of the CMDI communities. 

  • Sub-Tactic 3.1.1.a: By the end of Fall 2027, conduct research into theories, frameworks and methodologies/approaches that engage with inclusion, diversity, equity, access, belonging and employee well-being in higher education.  
  • Sub-Tactic 3.1.1.b.: Create an addendum to define the terms we use in this strategic plan (i.e., belonging, etc.) by the end of the Spring, 2027. 
  • Sub-Tactic 3.1.1.c: By the beginning of Spring 2028, the Assistant Dean for Strategic Initiatives and the Faculty Director of Diversity, Equity and Inclusion will outline proposed approaches, programs and/or initiatives that emerged from the conducted research.  
  • Sub-Tactic 3.1.1d: By the end of Spring 2028, the Assistant Dean for Strategic Initiatives and the Faculty Director of Diversity, Equity and Inclusion will convene a college group of faculty and staff to review the recommendations based on the research phase.  
  • Sub-Tactic 3.1.1.e: By the beginning of Fall 2028, the Assistant Dean for Strategic Initiatives and the Faculty Director of Diversity, Equity and Inclusion will present the recommendations to the CMDI leadership groups for adoption. 
  • Sub-Tactic 3.1.1.f.: By the beginning of Spring 2029, the college will implement recommended strategies. Until these are implemented, the college will continue to enact the principles and practices of shared equity leadership as recommended by the CU Boulder campus office of Leadership Support and Development.  

Objective 3.2: Employee well-being

Enhance resources to support employee well-being, recognition and professional growth for faculty, staff and graduate student employees through coordinated initiatives that support a positive, sustainable and inclusive workplace culture. (By 2030, Assistant Dean of Strategic Initiatives, Personnel Director and Faculty Director of Diversity, Equity and Inclusion) 

Tactics

Partner with the campus office of the Senior Vice Chancellor for Operations and Employee Health and Well-Being to align with campus initiatives to support employee well-being.  

  • Sub-Tactic 3.2.1.a: Offer and promote campus employee well-being opportunities.  

Strengthen employee recognition and appreciation programs. 

  • Sub-Tactic 3.2.2.a: Develop and implement a college-wide employee recognition program that celebrates employee contributions and years of service. 
  • Sub-Tactic 3.2.2.b: Use college internal communications, events and other engagement opportunities to celebrate employee achievements, milestones and contributions. 

Support healthy workplace practices to better achieve sustainable workloads. 

  • Sub-Tactic 3.2.3.a: Work with department chairs, supervisors and college leadership to develop strategies that support their ability to assess service workload distribution. 
  • Sub-Tactic 3.2.3.b: Establish college guidelines for communication expectations, including appropriate channels, response expectations and after-hours communication practices. 
  • Sub-Tactic 3.2.3.c: Promote workplace practices that support employee well-being, flexibility and work-life balance. 

Expand professional growth and development opportunities for staff. 

  • Sub-Tactic 3.2.4.a: By Fall 2027, the CMDI HR leadership group will identify a range of professional development opportunities that could serve as examples of goals that could be incorporated into staff performance plan goals. This would satisfy the new campus requirement that each performance plan includes one professional development goal. 
  • Sub-Tactic 3.2.4.b: Establish transparent eligibility criteria, application processes and distribution of resources for professional development opportunities. 
  • Sub-Tactic 3.2.4.c: Expand employee engagement and community-building opportunities through staff meetings, social activities, recognition events and other college-wide initiatives.  
  • Sub-Tactic 3.2.4.d: Support employee-led engagement initiatives that foster connection, collaboration and belonging across the college. 

Objective 3.3: College sustainability

Develop a college-level program to coordinate faculty, staff and student sustainability initiatives and programs ensuring alignment with campus sustainability initiatives for implementation by December 2028. (By Spring 2027, Assistant Dean of Strategic Initiatives and Strategic Projects Manager)

Tactics

Establish a college-wide sustainability program and coordination framework. 

  • Sub-Tactic 3.3.1.a: Align CMDI sustainability efforts with university sustainability partners, goals, STARS metrics, Carnegie Classification priorities and related external recognition frameworks. 
  • Sub-Tactic 3.3.1.b: Create a college-wide framework for coordinating sustainability initiatives across departments, centers, labs and programs. 
  • Sub-Tactic 3.3.1.c: Develop annual reporting processes to measure CMDI sustainability contributions and participation. 
  • Sub-Tactic 3.3.1.d: Explore sustainability-related outreach, volunteer and community engagement opportunities. 
  • Sub-Tactic 3.3.1.e: Promote sustainability awareness, professional development opportunities and best practices through college activities, events and communications. 

Objective 3.4: Faculty governance

Improve organizational continuity and community trust through transparent, equitable and consistently applied policies, procedures and governance practices for faculty. (By 2028, Faculty Director for Faculty Policies and Procedures, Associate Dean of Faculty Development and Personnel Director)

Tactics

 Assess and write shared governance and guideline structures. (By Fall 2027, Faculty Director for Faculty Policies and Procedures and Associate Dean of Faculty Development)

  • Sub-Tactic 3.4.1.a: Review and update department bylaws.
  • Sub-Tactic 3.4.1.b: Develop college best-practice guidelines for shared governance.
  • Sub-Tactic 3.4.1.c: Clarify voting procedures and shared governance responsibilities.
  • Sub-Tactic 3.4.1.d: Maintain alignment with campus, Board of Regents and Office of Faculty Affairs policies.
  • Sub-Tactic 3.4.1.e: Establish a faculty council standing committee or task force to support bylaw review and implementation. 

Strengthen evaluation, onboarding and performance processes. (Associate Dean of Faculty Development, Assistant Dean of Strategic Initiatives and Personnel Director) 

  • Sub-Tactic 3.4.2.a: Clarify merit evaluation practices and expectations for faculty. 
  • Sub-Tactic 3.4.2.b: Enhance and promote onboarding and training resources for supervisors of faculty and staff. 
  • Sub-Tactic 3.4.2.c: Create and maintain cross-college consistency in performance evaluation processes that align to campus and Regent policies and guidelines.  

Develop tools, clear processes and standards to be used by academic departments in partnership with the Dean’s Office and the Office of Faculty Affairs to advocate and receive support for faculty workforce needs. (By 2031, CMDI Personnel Director, Associate Dean of Faculty Development and the Dean’s Office) 

  • Sub-Tactic 3.4.3.a: Identify emerging faculty expertise needs across the college to align hiring priorities with future administrative, curricular and research goals. 
  • Sub-Tactic 3.4.3.b: Incorporate hiring priorities related to new academic endeavors in strategic growth areas.