Strategic Plan Dashboard
This online dashboard provides a summary of Ä¢¹½ÊÓƵ'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 Ä¢¹½ÊÓƵ 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," Ä¢¹½ÊÓƵ 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, Ä¢¹½ÊÓƵ 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 Ä¢¹½ÊÓƵ'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 2026
Milestones
- —&²Ô²ú²õ±è;launched as the University's technology transformation plan
- — launched as a new degree offering from the College of Arts and Sciences to support adults returning to college to complete a degree
Summer 2026
Milestones
- FY27 Implementation Goals —&²Ô²ú²õ±è;approved by the Ä¢¹½ÊÓƵ Board of Trustees and established by President Bloomberg and the Senior Leadership Team, these goals will advance the priorities of Cleveland State United
Fall 2026
Anticipated Initiatives
- —&²Ô²ú²õ±è;to be hosted in October 2026 as a community platform for thought leadership and creativity
- — will continue to be implemented through a planned, phased approach
- Ä¢¹½ÊÓƵ Talent Hub —&²Ô²ú²õ±è;to be launched in the Fall 2026 semester
Spring 2025
Milestones
- Cleveland State United — officially launched in January 2025 as Ä¢¹½ÊÓƵ's strategic plan through 2030
- Integrated degrees — available to students for the first time
- Wellness programming —&²Ô²ú²õ±è;new wellness programming offered to Ä¢¹½ÊÓƵ faculty and staff members
Summer 2025
Milestones
- Summer strategic planning retreat —&²Ô²ú²õ±è;held with the Senior Leadership Team to further develop goals related to the three strategic priorities
- FY26 university budget —&²Ô²ú²õ±è;presented to the Ä¢¹½ÊÓƵ Board of Trustees
Fall 2025
Milestones
- Inquiry Core Curriculum — launched in Fall 2025, available to new and returning Ä¢¹½ÊÓƵ students
- Unified Academic Coaching Model — launched in all colleges
- Technology Transformation Plan —&²Ô²ú²õ±è;planned for launch in early 2026
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.
During the 2026-27 academic year, progress on these strategic priorities will be focused on the areas indicated in the FY27 Implementation Goals.
â–º indicates new information.
Priority A: Advance Academic Offerings, Delivery, and Scholarship to Foster Success
Latest Update: June 2026
Summary: The Ä¢¹½ÊÓƵ Talent Hub is a new initiative to deepen the University's relationships with employers, expand work-based learning opportunities and offer continuing education. The Talent Hub has received Ä¢¹½ÊÓƵ Board of Trustees approval and is scheduled to launch in the Fall 2026 semester.
Next Steps: Launch the Ä¢¹½ÊÓƵ Talent Hub in Fall 2026.
Latest Update: June 2026
Summary:
BA in General Studies
The College of Arts and Sciences is now offering a new undergraduate degree in . This degree program largely appeals to former students with some college credit but no degree, professionals with hands-on work experience, those with military experience, and anyone with broad academic interests.
The Fall 2025 semester was the inaugural semester for Ä¢¹½ÊÓƵ'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.
Next Steps:
- Continue to develop degree pathways, in particular for students with prior learning and work experiences
Latest Update: June 2026
Summary:
Unified Academic Coaching
In the Fall 2025 semester, Ä¢¹½ÊÓƵ is implementing a Unified Academic Coaching model to provide undergraduate students with an expansive and continuous level of support. This new model aligns with Ä¢¹½ÊÓƵ's goals to advance student success and improve retention and graduation rates.
Residence Life and Housing
Residence Life and Housing will operate within the Division of Student Belonging and Success to ensure that residential students build strong community bonds within their housing units.
Artificial Intelligence
Ä¢¹½ÊÓƵ has hosted several AI workshops and events, including the AI Symposium. These events bring together students, faculty and staff members, and members of the community to discuss the use of AI in educational settings.
Next Steps:
- Develop a unified strategy for the use of AI at Ä¢¹½ÊÓƵ.
Priority B: Reimagine Community Partnerships to Increase Opportunities
Latest Update: June 2026
Summary: The Ä¢¹½ÊÓƵ Talent Hub is a new initiative to deepen the University's relationships with employers, expand work-based learning opportunities and offer continuing education. The Talent Hub has received Ä¢¹½ÊÓƵ Board of Trustees approval and is scheduled to launch in the Fall 2026 semester.
Next Steps: Launch the Ä¢¹½ÊÓƵ Talent Hub in Fall 2026.
Latest Update: February 2026
Summary: University leaders are advancing their work with Greater Cleveland organizations in order to address the talent and knowledge needs in the Northeast Ohio region.
Next Steps: Further develop collaborative goals.
Latest Update: February 2026
Summary: Ä¢¹½ÊÓƵ will host a event in the fall of 2026, which will welcome speakers from Ä¢¹½ÊÓƵ and Northeast Ohio to share their stories during an in-person event and on the TEDx website. The theme, Untangling Wonder, invites the community to step into the unknown with curiosity, courage and imagination. It reflects Ä¢¹½ÊÓƵ’s commitment to push the boundaries of knowledge, discovery, innovation and creativity.
Next Steps: Host TEDxÄ¢¹½ÊÓƵ as a community event.
Priority C: Restructure Operational and Financial Model to Enable our Mission-focused Work
Latest Update: June 2026
Summary: In the spring of 2026, Ä¢¹½ÊÓƵ launched Ä¢¹½ÊÓƵ Compass, a university-wide initiative to advance its ERP modernization. Leaders of the initiative invited faculty and staff members to a kick-off event to provide more information on Compass's phased approach.
Next Steps:
- Continue implementation of Ä¢¹½ÊÓƵ Compass.
- Continue engaging the Ä¢¹½ÊÓƵ community through updates, workshops, and opportunities for input as implementation progresses.
Latest Update: February 2026
Summary: The Senior Leadership Team presented a balanced Fiscal Year 2026 budget to the Ä¢¹½ÊÓƵ Board of Trustees at their scheduled meeting in May 2025.
Latest Update: June 2026
Summary:
Performance Management System
The Department of Human Resources has launched a non-union performance management system, which incorporates the values as stated in Cleveland State 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.
Budget Development Process
Offices in the University are exploring a shared services model for fiscal administration and budget management. In addition, senior leaders are incorporating deferred maintenance costs into the budget development process.
Next Steps: Continue to explore shared services model.
