CSU IT Strategic Planning 2021-22
We are excited to announce the development of Colorado State University’s inaugural campus-wide IT strategic plan. This plan will provide direction for our campus community for the next 3 years. Guided by the framework of the Courageous Strategic Transformation (CST), the IT strategic plan will deliver a strategy, and corresponding initiatives, on how to best leverage and align our IT resources to promote our university’s vision into reality. Through this collaborative process, stakeholders from the Division of IT, Distributed IT, and other key university areas will design an aspirational and transformative plan.
CSU’s IT strategic planning process is broken down into three sequential stages – WHY, WHAT, and HOW. Visit the IT Strategic Planning Process page to learn more.
It is important to note that the IT strategic plan is a collaborative effort between both Distributed and Central IT units. It is not a strategic plan specific to the Division of IT nor is it a strategic plan specific to Distributed IT. The campus-wide IT strategic plan will design a vision for the entire university. It will address how our collective IT community intends to foster a bright future at Colorado State University.
Why Create a Strategic Plan?
A campus-wide IT strategic plan enables us to:
Design the Future
- Practice intentional reflection of our current state
- Draw inspiration from our aspirations
- Dedicate focused thought towards our successful future
- Realize a clear path towards our future state
Strengthen Our Community
- Collaborate towards shared goals
- Promote relationships and partnership across IT teams and units
- Elevate our problem-solving capacity by investing in diversified perspectives
- Explore opportunities to improve our resource management
Engage in Meaningful Work
- Design our work to enhance value add for our university community
- Build trust in, and excitement for, our future
- Strengthen the bridge between IT work and university impact
We have contracted project support from local consulting firm, Trebuchet Group. Trebuchet Group’s advisors are excited to partner with us in the design and facilitation of our strategic planning workshops. We are learning from their experiences and knowledge as we continue to design and implement our strategic planning process to cultivate inclusion, collaboration, and strategic thinking.
The Trebuchet Group has provided support for over 30 different CSU units over the last eight years. Their services have included team development, strategic facilitation, and leadership coaching. More specifically, the Trebuchet Group helped facilitate the development of our Courageous Strategic Transformation (CST) framework. They are a valuable asset to our IT community as we move forward in creating our IT strategic plan.
Learn more about Trebuchet Group on their website.
The Core Planning Team
The Core Planning Team is a team of 7 individuals who will drive forward momentum on the development of the IT strategic plan. This committed group will attend all of the workshops. This group is responsible for approving the strategic areas, goals, action plans and metrics that will be included in our final IT strategic plan.
The members of the Core Planning Team are:
- Ryan Barone – Assistant Vice President for Student Success
- Gwen Gorzelsky – Executive Director of The Institute for Learning and Teaching
- Cheyenne Hall – Provost Business Manager (College and Administration Advisory Group [CAAG] Chair)
- Jamie McCue – Interim Academic Technology Director and Campus Engagement & Communications Manager
- Richie Nelsen – College of Business, IT Director (IAC Leadership Advisory Group Member)
- Melissa Reynolds – College of Natural Sciences, Research Associate Dean | Office of the Vice President for Research, Faculty Director – Campus Research Cores Facilities
- Eric Tisdale – College of Health and Human Sciences, IT Director (College Information Technology Administrators Council [CITAC] Chair)
Previous Core Planning Team members:
- Chris LaBelle – Assistant Vice President for Engagement & Extension and Executive Director of CSU Extended Campus
Selection of the Core Planning Team
We used a methodical approach to select the members of the Core Planning Team (CPT). The objective of the methodology was to maximize, as well as balance, campus representation.
With guidance from Trebuchet’s expertise, we determined that the optimal size of the Core Planning Team would be a group of approximately 6 individuals. We then created a matrix tool to help assess campus representation. Representation was measured across two domains – campus stakeholder groups (x-axis) and Courageous Strategic Transformation building blocks (y-axis).
When proposing CPT membership, we marked the matrix with member names in the appropriate blocks for which they represented CSU. Individuals could be marked as representatives for multiple campus stakeholder groups and/or multiple CST building blocks. The selection of the CPT members was finalized when the matrix demonstrated a balanced representation of both campus stakeholder groups and CST Building Blocks.
Campus Stakeholder Groups
- Central IT
- Distributed IT
- Student Success
- Teaching and Learning
CST Building Blocks
- Strategic Academic Innovation
- Strategic Enrollment
- Strategic Workforce Development, Support, and Wellness
- Individual and Institutional Accountability
- Diversity, Equity, Inclusion, and Justice
- Budget and Operational Reform
- Principled Philanthropy
- Strategic Branding and Marketing
- CSU Green (Sustainability) and Gold (Humanity)
The Advisory Committee
The advisory committee is a larger group than the core planning team with a group size of approximately 30 individuals. This committee is representative of our unique campus stakeholder groups and promotes campus perspective and input into the strategic planning process.
The responsibilities of an IT Strategic Planning Advisory Committee member are as follows:
- Inform the constituents of their represented stakeholder group(s) on the IT strategic planning process
- Collect and share feedback from the constituents of their represented stakeholder group(s) regarding the IT strategic planning process
- Provide input throughout the IT strategic planning process that is representative of their stakeholder group(s) rather than their own personal beliefs
- Attend 2 to 4 half-day facilitated workshops to assist in the development of the IT strategic plan
The members of our Advisory Committee are:
- Alicia Armentrout – Assistant Supplier Diversity Program Manager, Procurement Services
- Angie Asmus – Network and Security Operations, DoIT Enterprise Applications and Infrastructure
- Michael Brake – Associate Director, Technology & Assessment, Collaborative for Student Achievement
- Farrah Bustamante – Associate Director, Procurement Services
- Dave Carpenter – Executive Director of Operations, College of Health & Human Sciences
- Josh Clark – Assistant VP, DoIT Enterprise Applications and Infrastructure
- Nick Cummings – Associate Director of Information Systems and Resources, Human Resources
- Allison Dineen – Director for Financial Planning and Analysis, College of Business
- Karen Estlund – Dean of Libraries
- Gwen Gorzelsky – Executive Director, The Institute for Learning and Teaching
- Barb Gustison – Finance Business Office, Libraries and Division of IT
- Laura Jensen – Vice Provost for Planning and Effectiveness, Office of the Provost and Executive Vice President
- Wenjing Jiang – Manager of Software Development, CVMBS College Office
- Scott Lavolette – Manager of Information Technology, Health Network
- Neal Lujan – Director of Technology and Process Support, Student Affairs
- William Mills – Systems Associate Director, Office of Financial Aid
- Julia Murphy – Associate Registrar, Registrar
- Kevin Nolan – Learning Management Systems, DoIT Experience and Collaboration
- Kelly Nolin – Senior Associate Director of Recruitment & Outreach, Admissions
- Jon Peterson – Research Services, Vice President for Research
- Ben Reynolds – Assistant Professor, Chemistry
- Sarah Robinson – Security Governance, Risk & Compliance, DoIT Cybersecurity Services
- Marla Roll – Director of Assistive Technology Resource Center (ATRC), Assistant Professor, Occupational Therapy
- Gary Senseman – Director of Technology Services, Warner College of Natural Resources
- Richard Thibault – Information Technology Manager, Departments of Central Receiving
- Natalie Tourville – Research Systems Group Deputy and RAMMB IT Manager, Cooperative Institute for Research in the Atmosphere (CIRA)
- Shane Vigil – Director of Housing Technology Services, Housing & Dining Services
- Mark Zabel – Professor, Microbiology, Immunology and Pathology
- Suzanne Zimmerer – Banking Services/Accounts Receivable Operations Manager, Business and Financial Services
Selection of the Advisory Committee
We leveraged the campus knowledge of the Core Planning Team members to suggest which stakeholder groups and individuals should be considered in the advisory committee. Each Core Planning Team member suggested 3-5 stakeholder groups that they believed would bring important perspective to the strategic planning process.
Once we had an inventory of stakeholder groups, we selected individuals from each group that would bring representative knowledge. We worked to balance the individuals of the advisory committee in gender, campus representation, and administrative/technical roles.
It is important to note that we did not include any students on the advisory committee. The advisory committee will attend half-day workshops on weekdays. Asking students to participate in these longer work sessions could create conflict with their course schedule. We do value student body perspective within the strategic planning process and fully intend to hold focus groups to target student insights.
What Does Success Look Like?
A successful strategic plan will:
- Include digital strategies that align with our university’s Courageous Strategic Transformation plan
- Promote the use of digital transformation to support our university’s goals
- Represent the trends sourced from our IT community and workshop facilitations
Frequently Asked Questions
As described on the CST website:
“The Courageous Strategic Transformation (CST) is a comprehensive strategic planning process. This inclusive process challenges the entire University community to examine our strengths, identify priorities and values, then develop identifiable, specific, and measurable goals. The result will be a comprehensive strategic plan that serves as a beacon for the university’s work through 2026, the Colorado sesquicentennial.”
Check out the CST website at additional details.
As described on the CST website:
“Our university colors are green and gold, selected originally to capture our agricultural history by representing alfalfa and wheat. Today, we continue to cultivate the green – a sustainable, thriving planet – and the gold – a flourishing humanity – in all we do.
Green: Our purpose is to drive bold solutions and strategies for a Sustainable, Thriving Planet. Areas of targeted impact:
- Environmental health and climate change
- Animal, plant, and human health
- Safe and secure state and global food systems and access to nutrition
- Sustainable ecosystems and water resources
- Clean and sustainable energy
- Lifelong learning for students, the CSU community, and greater community
Gold: Our purpose is to drive bold solutions and strategies for a Flourishing Humanity. Areas of targeted impact:
- Scholarly and artistic creation
- Individual and community strength and prosperity
- Equity and social justice
- Civic engagement
- Dialogue that ethically engages difference
- Lifelong learning for students, the CSU community, and greater community”
Emma is a 2021-22 CSU Presidential Leadership Fellow. Her fellowship involves coordination of the campus-wide IT strategic planning process. She is heavily involved in the project and holds responsibility in maintaining the project’s communication and engagement efforts.
Read more about CSU’s Leadership Fellows Program.
As described by EAB:
“Digital transformation is the process of using digital tools—specifically data and technology—to deliver value and drive change. The emphasis is not on specific technologies but on the application of those technologies to core strategies or operational challenges. The rapid scaling and widespread adoption of the solution in turn creates a culture of continuous improvement and sets the stage for further transformation.”
Learn more about digital transformation at EAB’s Digital Transformation in Higher Education hub.
Yes. All CSU IT visions that were brainstormed in the 1/31 WHY workshop have been documented.
It is most helpful to review this data through the context of the WHY workshop. For that reason, we suggest that you reach out to your representative advisory committee member to set a time up to review the raw data together. Your committee member will be able to show you the data while also providing the context for the exercises that stimulated those ideas. Please reach out to Emma Eckley at email@example.com in the case that you do not know who your representative advisory committee member is.
The final initiatives of the IT strategic plan will be determined by the Core Planning Team. This team will be responsible for assessing all of the input received from the community to develop final objectives that reflect the campus’ viewpoints. Note that not all input from the community can be included in our final version of the IT strategic plan. However, all community input will be reviewed, and the plan will reflect the most important initiatives to progress our community towards achieving the goals of our Courageous Strategic Transformation.
We notify your representative advisory committee member of your interest within 48 hours after you submit the survey. You should expect to hear from them within one work week of your survey submittal. If you have not yet heard from your representative advisory committee member and it has been over one week since your survey submittal, please contact Emma Eckley at firstname.lastname@example.org.