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We removed many details from the Strategic Plan in order to have a more consistent document. We have reproduced those specific ideas for implementing the Strategic Plan below, as they may help guide the College of Arts and Sciences in carrying out the Strategic Plan. We list both the section of the original Strategic Plan and the corresponding section of the revised Strategic Plan for easy reference.

In our discussions, members of the Task Force Strategic Planning Implementation committee came up with many additional specific ideas for implementation. We do not reproduce those here as this would substantially exceed our charge. We do recommend however that those bodies and individuals tasked with implementing the Strategic Plan consider consulting with members of our Task Force, as we were genuinely excited by the creativity and ingenuity of one another's ideas.

Specific Proposals for Implementation:

• 1.1.1.: New student programs that foster community, establish meaningful support structures to promote curiosity and success (see Steinberg white paper for specifics).
  • Measurement: student surveys, student retention data.
• 1.1.2.: Concrete action plan and increased resources for numerous intentional, proactive, broad hires, such as cluster hires.
  • Measurement: EEO data and hiring data from College.
• 1.1.2.: Enhanced network of support for new faculty to ensure success and community.
  • Measurement: reduction of faculty leaving the College of Arts and Sciences, fewer retention offers.
• 1.2.3.: Increased engagement, as measured by longitudinal engagement survey.
• 1.2.: Identify required elements and goals of a new physical central hub for college members and external groups to gather intentionally for exchanging ideas, working together and socializing.
• 1.2.: Greater resources and temporary dedicated space for Leadership Institute Faculty SPACE initiative pilot project.
• 1.2.: Establish dedicated and permanent College of Arts and Sciences space for this purpose. (Consider Carlson gym among other locations as options).
• 1.2.5.: Use a messaging system (an elaborated version of the Be ��«����Ƶ campaign) to embed our shared intellectual and cultural values within our physical space, in order to build appreciation of our rich history, honor the diverse perspectives we offer and illuminate the ways in which we think courageously to address regional and global issues.
• 1.2.5.: New and numerous signs, banners and other physical objects that celebrate the college's history and accomplishments visible throughout the campus.
  • Measurement: Survey of admission tour groups and leaders regarding impact for recruiting for A&S. Staff surveys.
• : Marquees and signs that ask ‘Why?’ or big questions of community or global importance.
• 1.3.1.: Enhanced campus facilities and support systems for our variegated student cohorts, including students who work, have children, commute.
• 1.3.1.: Strong peer support network for students, staff and faculty.
• 1.4.4.: Highly open network: Berk white paper. Create “LinkedIn” for campus to connect internal and external relations.
• 1.4.4.: More programs featuring alumni talks and partnerships.
• 1.4.4.: Innovation arm that can spin-off breakthrough ideas for CU ��«����Ƶ. Set up alumni matching for this program.
• 2.2.2.3.: e.g., Discovery Learning Apprenticeship in School of Engineering
• 2.1.3.2.: e.g., Master of the Environment Professional degree program.
• 2.2.2.1.: Report on number and majors for those working on honors/Independent /applied learning projects and track connections to the different cohorts of support (MASP, RAPs, Honors, UROP, CU Engage, Faculty labs)
• 2.3.3.: e.g., CU School of Education, Anschutz Medical Campus, Stanford Compassion Course, Yale “Happiness” class
• 2.3.4.: Assess Outreach & Engagement opportunities as means to compassion cultivation (with ODECE).