Metro State Strategic Plan 2025–2029

As we look toward the future, it is with both pride in our history and a profound sense of responsibility that I introduce our 2025-2029 Strategic Plan. This plan represents a shared vision—a vision that has emerged from listening, learning, and collaborating with you: our students, faculty, staff, alumni, and community partners. Together, we’ve charted a course that builds on our strong foundation to expand opportunity, promote equity, and support social and economic mobility for everyone who calls Metro State University home.

Metro State has always been a place where aspirations are realized, and pathways to personal and professional growth are opened. Our strategic plan renews this commitment and responds to our changing environment by focusing on breaking down barriers and creating new, innovative pathways for learning and career advancement.

We are investing in enhanced support systems, advancing future-focused instruction, strengthening transfer partnerships, and creating streamlined academic pathways to empower our students and increase their chances for success.

Guided by our community’s goals and feedback, this plan underscores our commitment to ensuring that every member of our community—and the wider communities we are a member of—has the opportunity to thrive. This is more than a plan; it’s a promise to continuously work together to uplift, inspire, and promote equitable access to education and career opportunities and to engage authentically with our neighborhoods.

Thank you for your dedication and partnership in this transformative journey. Together, we will turn our hopes for a strong, bright future, into action to achieve our highest aspirations.

I look forward to our shared work!

Metro State University has always been a place where transformation takes root. Founded with a mission to provide accessible, high-quality education, Metro State opened its doors to those seeking to make a difference—for themselves, their families, and their communities. Our commitment to accessibility and equity has been a constant thread in our story, drawing together students from all walks of life and creating a vibrant, inclusive learning environment that breaks down barriers and builds opportunities.

Over the years, Metro State has embraced its role as a vital community resource, meeting the needs of a diverse population and adapting to the challenges and opportunities of a changing world. With each generation, we have evolved, adding programs and services that reflect our students’ ambitions and the needs of the workforce. As we step into the next chapter, we carry forward the strength and resilience of our past, poised to enhance
mobility for all.

The future of Metro State lies in expanding this legacy of opportunity. Our new strategic plan, guided by our core values, aims to elevate the university as a leading force in economic and career mobility. By deepening our support
systems, strengthening partnerships, and reshaping academic pathways, we will make it possible for more people to achieve their educational goals and build fulfilling careers.

We are bridging the past with the future—honoring our history while advancing our vision of a more accessible, equitable university that drives community and individual success. The journey continues with you, as we write a new chapter focused on empowering all who walk through our doors and supporting the larger community around us. Metro State’s future is as promising and impactful as its history, and together, we will make it a reality.

The 2025–2029 Strategic Plan reflects a deliberate and inclusive process to align Metro State’s goals with the needs of its community. By engaging diverse members of our community and using data-informed analysis, we crafted a roadmap to guide the university toward achieving its mission and vision.

Mission, Vision, and Values

Metro State’s 2025-2029 Strategic Plan advances its mission by enhancing student support, embedding equity, increasing
institutional efficiency, and deepening community engagement. These priorities create accessible pathways to success, foster a culture of inclusion, and strengthen community partnerships, driving Metro State’s vision of empowering all members to thrive and make an impact. Discover more at Mission, Vision, and Values.

Mission: How we describe the work we do

Metro State University empowers learners to transform their lives and communities through relevant, student-centered education in an inclusive, anti-racist, and supportive learning environment.

Vision: How we see our work evolving into the future

Metro State University will deliver the transformative power of higher education to all. As a national leader, we will innovate to meet emerging challenges, remove barriers to access and success, and propel the social and economic mobility of diverse learners and their communities.

Values: How we do our work

Anti-Racism | Inclusion | Integrity | Meaningful Education | Transformation

Key Priorities

Metro State University will build on its strong foundation to become the regional leader in delivering high-quality, accessible, and equitable education. By prioritizing student success, advancing equity and inclusion, enhancing institutional effectiveness, and deepening community engagement, the university will empower its community, drive social mobility, and strengthen its impact.

Key Priority 1

Empower student success and equity by building tailored support systems, fostering innovative instruction, and enhancing services to support growth and achievement.

Key Priority 2

Systemically embed Equity, Inclusion, and Anti-Racism (EIAR) principles throughout the university to foster a culture where all individuals feel valued and have a sense of belonging.

Key Priority 3

Strengthen institutional resilience, efficiency, and financial sustainability by streamlining internal processes, enhancing communication, and optimizing resource allocation.

Key Priority 4

Develop and implement a comprehensive community engagement strategy that embraces Metro State University’s responsibility to our local and regional communities.

Key Priority 1: Student Success

By integrating targeted student support and continuous instructional improvement, we aim to reshape the student experience and prepare graduates for success in a rapidly changing global workforce.
Indicator	Now (2025)	Next (2026–2027)	Future (2028–2029)
Each student service area will achieve a 95% satisfaction rating in the annual student survey. Services with a rating below 90% will develop a continuous improvement plan with specific targets.	Conduct annual survey, evaluate results, and develop improvement plans for services scoring below 90%.	Ensure 75% of student service areas achieve a 90% satisfaction rating. Review and monitor improvement plans for those still below target.	Ensure 95% of all services achieve a satisfaction rating of 95%.
Stopout rates will decrease by 20%, and graduation gaps across historically marginalized groups will be eliminated.	25% of enrolled students have recently updated student success/graduation plans. Establish baseline stopout rates and graduation gaps.	50% of enrolled students have recently updated student success/graduation plans. Demonstrate a 10% reduction in stopout rates and a 50% reduction in graduation gaps by May 2028.	Achieve a 20% reduction in stopout rates and eliminate graduation gaps for historically marginalized groups by 2029.
Metro State will ensure that opportunities for high-impact practices (HIP), such as internships and project-based learning, meet the demand of students, faculty, and staff by 2029.	Identify and prioritize at least three high-impact practices (HIP) and professional development (PD) initiatives. Develop a system to track participation and assess demand for HIP opportunities.	Expand HIP offerings to meet 75% of identified demand. Ensure resources and support structures are in place to enhance accessibility and engagement.	Fully meet demand for HIP opportunities, with at least 80% of participants reporting increased confidence and preparedness for career success.

Key Priority 2: Equity, Inclusion, and Anti-Racism

Incorporating EIAR at the center of our strategic vision allows us to amplify existing initiatives, allocate resources more effectively, and integrate these principles into every facet of the university’s operations. This approach enables us to actively dismantle systemic barriers, drive accountability, and ensure that our practices reflect our values of equity and inclusion.
Indicator	Now (2025)	Next (2026–2027)	Future (2028–2029)
Campus climate scores in Mattering and Affirmation (Sense of Belonging), Cross-Cultural Engagement, and Racial Learning and Literacy will improve by targeted percentages relative to baselines established using 2024 Climate Survey data.	Establish baseline scores using 2024 campus climate data. Evaluate current initiatives and create targeted action plans to address specific areas for improvement.	Demonstrate measurable improvement in campus climate scores, with targeted increases (e.g., 5-10%) from the established baseline in identified areas.	Achieve targeted improvements in campus climate scores by 2029 with specific increases (e.g., 10-15%) in each area based on baseline data and identified needs.
Increase the representation of Black/African American and Hispanic/Latino staff and faculty to better reflect the diversity of the student body through targeted hiring and retention initiatives.	Assess current workforce demographics and establish baseline data. Review hiring practices, retention strategies, and barriers to proportional representation.	Demonstrate measurable progress toward proportional representation by increasing representation by 5-10% in alignment with student demographics. Implement targeted recruitment and retention strategies.	Achieve substantial progress in proportional representation of Black/African American and Hispanic/Latino/e/x employees, aligning as closely as possible with student body demographics.
A defined portion university’s budget will be allocated to EIAR initiatives, with a 20% increase in spending on MWDV (Minority, Women, Disabled, and Veteran) vendors.	Define EIAR in relation to the budget process. Develop a supplier diversity program with measurable spending targets for MWDV vendors.	Increase spending with MWDV vendors by 10% from the baseline. Demonstrate the budget percentage that supports EIAR initiatives.	Achieve a 20% increase in spending with MWDV vendors from the baseline. Demonstrate the budget percentage allocated to EIAR initiatives.

Key Priority 3: Institutional Effectiveness

Our strategy is designed to transform challenges into drivers of mobility and empowerment. By creating more efficient, financially resilient systems, we aim to position the university as a leader in shaping the future of higher education. Through this approach, we are not simply responding to change—we are actively driving it.
Indicator	Now (2025)	Next (2026–2027)	Future (2028–2029)
Implement data-informed budget allocation and revenue-generating activities, targeting a 5% increase in revenue and efficiency gains by 2029.	Complete strategic workforce planning. Identify bottlenecks and inefficiencies in key administrative workflows. Begin annual survey of internal services to track satisfaction.	Develop process efficiency metrics and track savings from improvements in key workflows. Increase efficiency in targeted workflows by 3%.	Achieve a 5% improvement in efficiency across workflows, with documented cost savings reinvested into strategic initiatives.
Reduce general fund expenditures, other than direct cost of instruction, by 5% (adjusted for inflation) by 2029 through cost-saving improvements and development of new revenue sources.	Establish baseline data for non-instructional spending and grant-funded revenue. Begin tracking potential new revenue sources.	Reduce non-instructional spending by 2% (adjusted for inflation). Increase grant-funded revenue by 10% from baseline levels.	Reduce non-instructional spending by 5% (adjusted for inflation). Increase grant-funded revenue by 20% and secure at least two new revenue streams.
Foster a data-informed culture of transparent communication by ensuring 100% of employees have access to dashboards with data relevant to their work by 2028.	Develop data management protocols and assign data stewards. Establish baseline metrics for data quality and communication practices.	Implement dashboards accessible to at least 50% of employees, featuring relevant institutional metrics aligned with strategic priorities.	Ensure 100% of employees have access to accurate, timely data related to their work. Strategic decisions are demonstrably data-informed, with a 50% reduction in data errors.

Key Priority 4: Community Engagement

Through recognition of local strengths and capacities and collaborative actions, Metro State will provide meaningful contributions to sustainable community development, student growth and achievement, alumni engagement, and the career and personal development of faculty and staff as members of an engaged community.
Indicator	Now (2025)	Next (2026–2027)	Future (2028–2029)
Ensure 100% of Metro State students have opportunities to participate in community engagement activities as part of their academic experience.	Create indicators for student participation in and learning from community engagement. Audit existing community engagement opportunities in curriculum and co-curricular activities. Set baseline participation rates.	Increase the level of student participation in and documentation of civic learning outcomes by 15% over the established baseline.	Increase the level of student participation and documentation of civic participation outcomes by 25% over the established baseline. Create pathways for alumni to remain engaged as mentors and civic leaders.
Provide resources and support to expand the capacity for faculty and staff to incorporate community engagement initiatives in their teaching, scholarship and service, with a 30% increase in employees involved in programs that support professional growth by 2028.	Conduct a baseline assessment of faculty and staff participation in community engagement initiatives. Develop a catalog of community-engaged projects and programs.	Ensure an increase of 20% above the baseline of faculty and staff involvement in community engagement initiatives. Introduce professional development tied to community-based learning and collaboration.	Ensure an increase of 30% above the baseline of faculty and staff involvement in community engagement initiatives, with documented contributions to community-led projects and Metro State’s civic mission.
Develop and sustain community partnerships, ensuring 80% of faculty, staff, and students report having access to collaborations that enhance curricular, co-curricular, and institutional activities by 2029.	Conduct community needs assessments to identify local challenges. Conduct a baseline survey to determine faculty, staff, and student access to partnerships. Establish a tracking system to measure the depth and impact of partnerships.	Add 5 new partnerships annually, focusing on initiatives addressing workforce development, entrepreneurship, and economic growth. Ensure 50% of faculty, staff, and students report having access to community collaborations.	Achieve 5 new partnerships annually. Ensure 80% of faculty, staff, and students report having access to community collaborations that enhance Metro State’s curricular, co-curricular, and institutional activities.

The success of Metro State’s 2025–2029 Strategic Plan lies in its implementation. This plan is not a static document—it is a dynamic strategic positioning platform and plan that will guide every aspect of the university’s growth and decision-making over the next five years. As a university, we commit to:

Embedding strategic priorities
Utilizing the strategic plan as the foundation
Strengthening communication and engagement
Driving innovation and collaboration

Review cycles and annual reporting will ensure progress stays on track and goals are met. Every 90 days, progress will be assessed, adjustments will be made, and plans will be refined to respond to challenges or opportunities. The annual report takes a broader look, celebrating achievements and setting the direction for the year ahead. This process keeps efforts focused, flexible, and aligned with long-term success.

Quarterly review and annual reporting cycles graphic, with key priorities and indicators in the center and a recursive cycle with arrows between four stages: March-review and refinement, June-review and refinement, September-review and refinement, and December-review and refinement

Acknowledgements

The development of Metro State University’s 2025–2029 Strategic Plan was a collective effort, made possible by the dedication, insights, and collaboration of many individuals and groups. We extend our gratitude to:

Students, faculty, and staff

Your feedback through surveys, focus groups, and interviews shaped every aspect of this plan. Your voices and experiences are at its core.

University leadership

For your vision, guidance, and unwavering commitment to the university’s mission and future.

Strategic planning team

For your dedication to facilitating conversations, analyzing data, and translating ideas into actionable priorities.

Community partners and alumni

Your partnership and perspective provided invaluable insights, ensuring our plan reflects the needs of the broader community.

Setser Group

A special thank you to Setser Group for your expertise and partnership throughout the strategic planning process, guiding us in crafting a thoughtful and data-informed roadmap for the future.

Administrative processes: Administrative processes refer to the interconnected set of tasks, procedures, and workflows that support the core functions of the university. These processes span across various departments and units, including, but not limited to, student services, human resources, finance, facilities management, and information technology. The goal of streamlining these processes is to enhance efficiency, effectiveness, and user satisfaction without reducing staff positions.
Alternate funding sources: Financial resources, excluding traditional state appropriations, student tuition and fees, and standard federal/state grants, which may include public-private partnerships, commercialization of intellectual property, revenue-generating auxiliary enterprises, and private philanthropy (e.g., alumni giving, foundation and corporate support).
Community engagement: Collaboration between institutions of higher education and their larger communities (local, regional/state, national, global) for the mutually beneficial exchange of knowledge and resources in a context of partnership and reciprocity. The purpose of community engagement is the partnership of college and university knowledge and resources with those of the public and private sectors to enrich scholarship, research, and creative activity; enhance curriculum, teaching, and learning; prepare educated, engaged citizens; strengthen democratic values and civic responsibility; address critical societal issues; and contribute to the public good.
Data-informed decision making: Systemically collecting and analyzing quantitative and qualitative data from various sources (e.g., academic performance metrics, financial reports, surveys) to identify trends and insights, integrating these findings into policy and resource allocation decisions, and regularly updating data sets and analytical methods, with success measured by improvements in key performance indicators aligned with the university's strategic objectives.
Efficiency: Efficiency in the context of university administrative processes refers to the optimal use of resources (time, effort, and materials) to achieve desired outcomes. It involves maximizing productivity while minimizing waste, redundancy, and unnecessary complexity.
Effectiveness: Effectiveness in university administrative processes refers to the degree to which these processes achieve their intended outcomes and support the institution's overall mission and goals. It focuses on the quality and impact of the results rather than just the resources used to achieve them.
High-impact practices: High-impact practices are evidence-based teaching and learning approaches that have been shown to significantly enhance student engagement, retention, and success across diverse student populations, including first-year experiences, learning communities, undergraduate research, service learning, internships, capstone projects, and collaborative assignments.
Key priority indicator: A measurable value that demonstrates how effectively an individual, team, or organization is achieving a specific objective. KPIs are used to track progress toward strategic goals by providing clear, quantifiable benchmarks for success and enabling data-driven decision-making.
Strategic positioning platform: A comprehensive framework that defines how an organization differentiates itself in the market and communicates its unique value to prospective students, staff, partners, and community. It serves as a unifying document that guides all communications related to a university brand and is the topline document or infographic of a strategic plan.
Student success: Student success is measured by the achievement of clearly defined academic, personal, and professional goals, as evidenced by timely degree completion, attainment of learning outcomes, post- graduation employment or further education, and self-reported satisfaction with the university experience.
University-community partnerships: Collaborative relationshipsmbetween the university and local organizations, businesses, or community groups. These partnerships leverage shared resources and expertise to address community needs while enhancing educational opportunities and research initiatives. The goal is to create mutually beneficial outcomes that strengthen both the university and the surrounding community through joint projects, service-learning, and knowledge exchange.