University Strategic Planning Committees Outline University Path to the Future
Work continues on the University’s Strategic Plan with committees setting a course for the University through shared strategic choices, goals and objections. President Larry Edward Penley had been charged by the Colorado Commission on Higher Education and the University’s Board of Governors to have the overall strategic planning process largely completed by October, with final documents prepared by early 2005.
"President Penley is guiding the University through a strategic planning process, the outcomes of which will help the University pursue its vision and fulfill its missions,” said Dr. Lance Perryman, Dean of the College of Veterinary Medicine and Biomedical Sciences, and co-chair of the Discovery Committee. “The strategic planning process also will assist the President in his interactions with the Board of Governors and CCHE.”
Seven committees worked to formulate the University’s strategic plan and their work to date is available at http://www.president.colostate.edu/strategicplanning/. The brief overview below outlines each committee’s strategic charge and strategic choices developed as a response to that charge. More specific goals and metrics are available at the strategic planning web site. The web site also features an FAQ section, University mission and values, overview of the strategic planning process, response and input sections for comments, planning timeline, and more.
"One of the major developments I think that we must highlight in this Strategic Plan is the creation of a fourth mission for Colorado State University,” said Dr. Perryman. “The strategic plan calls for adding economic development to our three established missions of research, teaching, and service, and establishing and funding the Office of Economic Development. The ramifications of this are quite far-reaching and in many ways will shape the future of the University.”
Colorado State University
Accelerate CSU’s trajectory of excellence.
- Affirm the academic core as central to our mission.
- Build partnerships with all constituencies that support the continued growth and excellence of CSU as a public research university.
- Recognize that a fourth mission has emerged for the 21 st century land grant university.
Achieve world-class status in research, artistry and scholarship. (Note: Discovery is defined as “the continuous process of identifying questions, pursuing answers and delivering the benefits to society through research, scholarship and artistry that is disseminated to society through publication, artistic presentation, education, outreach, invention and commercialization directly and with our partners.”)
- Identify and address the needs of society through Discovery that is relevant, creative and transforming.
- Increase Discovery effort and investment in those inter-disciplinary super clusters where CSU can deliver world-class benefits to society.
- Create an environment that allows CSU to both attract and keep the best research and artistic talent in the world by enhancing its culture as a leading research university characterized by the same quality indicators as the nation’s other great research universities.
Provide the optimal learning experience in a research university.
- Create and enhance world-class academic programs to attract prepared, motivated, well-rounded students of character representing varied backgrounds.
- Adopt an enrollment plan that matches students with faculty and infrastructure resources, and that supports our mission, vision and aspirations.
- Emphasize opportunities for experiential learning in all disciplines.
- Aggressively generate and strategically invest new resources in growing the human capital of the University.
- Recognize and position graduate education as critical to the state’s economic development and nation’s global competitiveness. Graduate Task Force
Build networks of individuals and organizations.
- Design, build and fund a development organization that is capable of generating annual giving of $100 million, doubling CSU’s endowment and providing a management infrastructure capable of supporting the broad range of partners required for success.
- Create awareness, understanding and passion about CSU such that individuals understand our value and advocate on behalf of the University to all sectors.
- Develop a network of K-12 partnerships to support state goals in education and improve the academic preparedness of students entering CSU. K-12 Task Force
- Update the “Peace Corps” model to extend the full range of Discovery and Learning services to regional, national and global markets.
Respect and welcome diversity as necessary to the development of a highly regarded public university.
- Create an intellectual community and workplace that respects, welcomes and promotes diversity through its teaching/learning; research, scholarship and artistry; recruiting, outreach; and other University programs and practices.
- Recruit, retain and graduate a student body that supports the land-grant mission of the University to provide access and opportunity to individuals from all segments of society.
- Increase the number of academic faculty, administrative professional and classified employees from all segments of society, especially those from groups that have been historically excluded, to contribute to an environment that respects and welcomes diversity.
- Achieve effective program/unit diversity planning and evaluation that provides evidence of an intellectual community and workplace that respects, welcomes and promotes diversity.
Culture, Connection, Community
Build and nurture a distinctive culture.
- Foster awareness, understanding, and appreciation for a diverse world to produce competent and effective global citizens.
- Ensure that CSU academic experience integrates co-curricular and experiential activities so that CSU graduates become leaders in their communities and professions.
- Instill a sense of pride regarding the value and quality of the CSU experience that results in a lasting connection to the University and community.
- Build a successful athletic program that is integrated into the campus community.
Strengthen and diversity our financial resources.
- Ensure that all academic programs have identified revenue streams that approximate delivery costs.
- Increase all revenue streams and maintain/increase leveraging ratios.
- Achieve nationally competitive funding for faculty salaries, students financial aid, and library collections and services to support strategic goals.
- Develop financial models to support the construction/maintenance of learning, research and living facilities that support strategic goals.
- Continually seek academic, operational and administrative efficiencies.