Strategic Plan Dashboard
This online dashboard provides a summary of CSU's progress toward completing the objectives of Cleveland State 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
|
Further detail on these priorities is provided below.
"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 Cleveland State United. The success of these areas will boost the success of Cleveland State United's three priorities.
Timeline to Progress
From now through 2030, CSU will pursue the three priorities of Cleveland State 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
- Cleveland State 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
In Progress
- Continued development of the Technology Transformation Plan
Summer 2025
- Summer strategic planning retreat to further develop objectives stated in the strategic plan
- Presentation of a balanced FY26 university budget to the CSU Board of Trustees
Fall 2025
- Launch of the new Inquiry Core Curriculum, available to new and returning CSU students
- Launch of the Unified Advising Model
Anticipated Initiatives
- Launch of the Technology Transformation Plan
Priorities in Detail
Click the objectives below to see the most recent progress reports, measures of success and next steps for these key elements of Cleveland State United.
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: January 2025
Summary:
In September 2024, CSU announced the creation of 11 new integrated degrees, which 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 ("Are Two Disciplines Better Than One? The Push for Integrated Majors," Inside Higher Ed).
Inquiry Core Curriculum
Since Fall 2022, an Ad Hoc Committee on the Core Curriculum has worked in collaboration with the Faculty Senate to design a new core curriculum. This new Inquiry Core aims to develop inquiring minds, spark curiosity and build professional presence. The Inquiry Core will also include faculty-designed pathways, in which students can gain a deeper understanding of a chosen topic or issue. The Provost's Office and the faculty are preparing to implement the Inquiry Core for new and continuing students in the Fall 2025 semester.
Next Steps:
- Further market integrated degree programs.
- Prepare for implementation of Inquiry Core in Fall 2025.
Latest Update: January 2025
Summary: Given the success of our model for Graduation Success Coaching for small cohorts of students, CSU is planning to disseminate this model into academic advising to create a Unified Academic Coaching Model. Work to develop this model began in the 2023-24 academic year.
Next Steps: Progress toward Unified Academic Coaching Model and implementation plan throughout Spring 2025.
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 the Project Delivery Institute @ CSU "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: 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 B3.
Next Steps: Further develop during strategic planning retreat in Summer 2025.
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: 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 C3.
Next Steps: Further develop during strategic planning retreat in Summer 2025.
