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Priority 1
Student Success - Challenge our students to develop the knowledge, skills and values to be successful and contributing global citizens.

Priority 1 Initiatives:

• 1.1 Educate students in a broad base of liberal studies and mastery of an academic discipline.
• 1.2 Enrich students’ communication, inquiry, creative and critical-thinking skills.
• 1.3 Engage students in relevant and responsive academic and co-curricular experiences with a focus on the value of diverse perspectives and personal responsibility.
  

Priority 1 Metrics:

• By 2019, the four-year graduation rate of fall cohort first-time, full-time entering students will increase to 25% and the six-year graduation rate will increase to 63%.
• By 2019, 95% of graduates are employed in their field of choice or are engaged in postgraduate studies.
• CMU students will demonstrate competence on the Collegiate Learning Assessment that exceeds peer institutions.
• By 2019, 95% of graduating seniors rate their entire educational experience as good or excellent on the Graduating Student Exit Survey.
• By 2019, improve the freshmen to sophomore retention rate to 80%.
  

Priority 2

• 2.1 Enhance and improve incentives, infrastructure and support services for research and creative activities.
• 2.2 Support field-defining areas of research and creative activities across the university.
• 2.3 Enhance efforts to promote the active involvement of students in research and creative activities.
• 2.4 Support emerging areas of interdisciplinary, international and cross-cultural research and creative activities that build on the university’s strengths.
  

• By 2019, Using impact factors in the sciences, social sciences and business, CMU will improve its rank among peer institutions to be in the top 50% of peer institutions.
• Faculty participation in invited, peer-reviewed/juried performances and exhibitions in national or international venues will increase annually by 5%.
• By 2019, the percent of faculty engaged in research or creative endeavors will increase to 65%.
• By 2019, external funding for research and creative endeavors received by CMU will improve to rank in the top 50% among peer institutions.
• The number of students engaged in regional, national, and international research and creative activities will increase annually by 5%.
  

Priority 3

• 3.1 Invest in the recruitment, development and retention of an outstanding, diverse faculty and staff.
• 3.2 Provide professional support for the ongoing development of faculty and staff in the areas of teaching, leadership, research and cultural competence.
• 3.3 Support the exchange of diverse viewpoints in order to develop timely and informed university policies, procedures and practices that promote inclusiveness and facilitate shared governance.
  

• 90% of the time, we will be successful in hiring the first-choice finalist.
• Staff agree or strongly agree that CMU is a good place to work.
• Fixed-term faculty and graduate assistants agree or strongly agree that CMU is a good place to work(source: new faculty survey).
• CMU will provide professional development opportunities to faculty and staff at least bi-annually.
• Foster and maintain a welcoming and inclusive campus environment for ALL CMU community members.
  

Priority 4

• 4.1 Generate opportunities for community involvement through academic experiences, performances, speakers, athletics, civic engagement and volunteering.
• 4.2 Involve students, faculty and staff with community members to support and sustain healthy environments.
• 4.3 Foster and enhance relationships with tribal, governmental, business and non-profit entities.
  

• The proportion of students who have enrolled in service-learning courses will be 20% within five years.
• The proportion of graduating seniors who have completed an academic community-oriented co-curricular activity or internship will exceed 50%.
• The proportion of graduating seniors who are involved with volunteering/community service work as reported on the National Survey of Student Engagement (NSSE) will be 80% within five years.
• Health and wellness is perceived as an integral part of CMU’s culture as reported on the bi-annual Staff Satisfaction Survey.
• Increase CMU’s economic impact on the local and State economies as measured by an economic impact study conducted every five years.
  

Priority 5

• 5.1 Enhance university financial, technological and physical infrastructure.
• 5.2 Define and implement a long-term enrollment and retention strategy.
• 5.3 Increase ongoing investments in strategic environmental and sustainable energy optimization efforts and seek opportunities to share this knowledge and experience.
  

• Increase fundraising by 10% annually.
• Maintain the CMU credit rating (currently Aa3/Moody’s and A+ S&P), relative to our peer institutions.
• Increase total available research space to meet or exceed peer average as identified in the campus facilities master plan.
• Reduce energy consumption per square foot by 5% within five years.
• Implement an enrollment management plan that determines optimum enrollment profile and size to ensure appropriate growth and sustainability.