Strategic Plan Dashboard
This online dashboard provides a summary of CSU's progress toward completing the objectives of Â鶹´«Ã½ United as well as information related to new programs and initiatives.
Current Phases of Our Priorities and Objectives
| Priority | Objective | ||
|---|---|---|---|
| A. Advance Academic Offerings, Delivery, and Scholarship to Foster Success | A1. Expand experiential and work-based learning 
| A2. Integrate undergraduate, graduate, exploratory and continuing education for lifelong learning 
| A3. Improve the student experience and enhance our culture of student success
|
| B. Reimagine Community Partnerships to Increase Opportunities | B1. Enhance relationships with community partners to expand opportunities for prospective and current students/learners
| B2. Build a corporate/ community partnership structure that leverages and coordinates all that CSU offers
| B3. Serve as a convenor and thought-partner to help address Cleveland’s most pressing social and economic challenges
|
| C. Restructure Operational and Financial Model to Enable our Mission-Focused Work | C1. Initiate a comprehensive multi-year stakeholder informed technology digital transformation
| C2. Develop and implement a sustainable financial model and process
| C3. Cultivate a campus wide culture of transformation and continuous improvement
|
"Where Everyone Thrives"
To become a university "where everyone thrives," CSU is focusing on these key performance indicators in addition to the many metrics associated with the objectives of Â鶹´«Ã½ United. The success of these areas will boost the success of Â鶹´«Ã½ United's three priorities.
Timeline to Progress
From now through 2030, CSU will pursue the three priorities of Â鶹´«Ã½ United. This progress will include developing and implementing new initiatives and improving key performance indicators.
The timeline below is CSU's anticipated plan for addressing the priority and their associated objectives in a timely, organized approach. This timeline will be updated as planning and implementation develops.
Spring 2025
Milestones
- Â鶹´«Ã½ United — officially launched in January 2025 as CSU's strategic plan through 2030
- Integrated degrees — available to students for the first time
- Wellness programming — new wellness programming offered to CSU faculty and staff members
Summer 2025
Milestones
- Summer strategic planning retreat — held with the Senior Leadership Team to further develop goals related to the three strategic priorities
- FY26 university budget — presented to the CSU Board of Trustees
Fall 2025
In Progress
- Launch of the new Inquiry Core Curriculum, available to new and returning CSU students
- Launch of the Unified Advising Model
Planned
- Continued development of the Technology Transformation Plan
Anticipated Initiatives
- Launch of the Technology Transformation Plan
- Development of a BA in General Studies to support adults returning to college to complete a degree
- Host TEDxÂ鶹´«Ã½ University as a community platform for thought leadership and creativity
Priority A: Advance Academic Offerings, Delivery, and Scholarship to Foster Success
Latest Update: January 2025
Summary: Following the 2024-25 academic year, the Senior Leadership Team will establish initial key performance indicators and preliminary initiatives to coincide with Objective A1.
Next Steps: Strategic planning retreat in Summer 2025.
Latest Update: September 2025
Summary:
BA in General Studies
CSU is beginning work on the development of a new undergraduate degree in General Studies. This degree program would largely appeal to former students with some college credit but no degree who are looking to return to college. CSU is working to implement this degree program in the coming years.
The Fall 2025 semester was the inaugural semester for CSU's new Inquiry Core, which aims to develop inquiring minds, spark curiosity and build professional presence. The Inquiry Core also includes faculty-designed pathways, in which students can gain a deeper understanding of a chosen topic or issue.
CSU now offers 12 integrated degree programs for undergraduate students. These programs are specially designed to bring together two academic programs into one undergraduate degree. CSU is the only public university in the Northeast Ohio region to offer these integrated degrees.
The Spring 2025 semester was the first semester at CSU in which students could pursue these new integrated degree programs, and CSU's integrated offerings have garnered national media attention ( Inside Higher Ed).
Next Steps:
- Develop a new BA in General Studies to support adults returning to college to complete a degree.
Latest Update: September 2025
Summary:
Unified Academic Coaching
In the Fall 2025 semester, CSU is implementing a Unified Academic Coaching model to provide undergraduate students with an expansive and continuous level of support. This new model aligns with CSU's goals to advance student success and improve retention and graduation rates.
Artificial Intelligence
CSU is continuing to examine the opportunities that AI presents in higher education. As students explore the uses of AI as a tool for learning, new programs like the AI Teaching & Learning Lab are educating students on how to use this technology in a thoughtful, responsible, and purposeful manner.
Next Steps:
- Fully implement Unified Academic Coaching model for all undergraduate students.
- Maximize CSU's application of AI to enhance student academic support and instructional opportunities.
Priority B: Reimagine Community Partnerships to Increase Opportunities
Latest Update: March 2025
Summary: CSU has continued to work with community and industry partners to expand opportunities for students, including the spring Career Fair. More than 900 students met with approx. 80 employers to make professional connections and inquire about employment opportunities.
The Washkewicz College of Engineering has also established "to bridge the industry academic gap and transfer knowledge via well-established collaborative platforms." The PDI held an industry workshop in February to discuss the structure of this group and intended purpose.
Next Steps: Further develop during strategic planning retreat in Summer 2025.
Latest Update: January 2025
Summary: Following the 2024-25 academic year, the Senior Leadership Team will establish initial key performance indicators and preliminary initiatives to coincide with Objective B2.
Next Steps: Further develop during strategic planning retreat in Summer 2025.
Latest Update: September 2025
Summary: CSU is in the planning phases of a TEDxÂ鶹´«Ã½ University event, which would welcome speakers from CSU and Northeast Ohio to share their stories during an in-person event and on the TEDx website. The event could draw large audiences and spotlight CSU as a center for thought leadership and creativity.
Next Steps: Host TEDxÂ鶹´«Ã½ University as a community event.
Priority C: Restructure Operational and Financial Model to Enable our Mission-focused Work
Latest Update: March 2025
Summary: In October 2024, CSU partnered with Deloitte Higher Education to define the optimal path for modernizing business processes and administrative information systems to enhance administrative efficiency, improve data access and free up more time for student engagement. Over the past several months, CSU and Deloitte have worked within a collaborative and inclusive framework to ensure broad stakeholder engagement, including interviews, workshops and surveys with members of the CSU and broader communities.
Progress to date includes:
- Full lifecycle cost analysis of an Enterprise Resource Planning (ERP) system, covering acquisition, operations, maintenance, and hidden costs.
- Defined project scope and implementation timeline to guide next steps.
- Resource mapping to ensure a structured and sustainable transition.
Next Steps:
- Select a software vendor and integration partner while conducting due diligence on system integrations.
- Refine financial and data structures by assessing data quality and adjusting the chart of accounts.
- Initiate resourcing activities and continue due diligence through peer conversations and site visits to ensure a well-informed implementation.
Latest Update: January 2025
Summary: The Senior Leadership Team is preparing a balanced Fiscal Year 2026 budget, which will be presented to the CSU Board of Trustees at their scheduled meeting in May 2025.
Next Steps: Present proposed FY26 budget to CSU Board of Trustees in May 2025.
Latest Update: September 2025
Summary: The Department of Human Resources has begun a non-union performance management system, which incorporates the values as stated in Â鶹´«Ã½ United. Key enhancements included in this system are a streamlined, user-friendly review process; newly introduced organizational competencies; and clearer communication and performance check-ins throughout the year.
Next Steps: Fully implement performance management system.
