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The authors – consultants to the �鶹��Ƶ’s Diversity and Inclusive Excellence strategic planning process – outline new ways of thinking about how to define diversity and inclusion in a campus context.

The author outlines a way for faculty and staff to spend less time on tasks that could be considered “not important but considered urgent,” and focus instead on activities directly relevant to teaching and research priorities.

The authors maintain that employees could benefit from an initiative similar to the Unified Student Experience (USE) that examines ways to support employees in their many roles, identifying barriers, gaps and opportunities to strengthen campus

The author argues that by creating more opportunities for staff to directly connect with students as well as creating a more inclusive workplace, the university would help staff better align with the Strategic Imperatives and the mission of CU.

The author proposes articulating academic goals over athletic goals, focusing on the quality of programs over size, and limiting enrollment along the lines of notable leading universities and one area peer.

The author diagrams the processes and procedures that waste valuable faculty time, and makes suggestions for developing a campus culture of maximizing time as a resource.