DEPARTMENT OF DESIGN & MERCHANDISING

  Department
  Strategic Plan
2013‐2018
  
(Approved 1/16/13)

 

 

 

 

 

 

 

DEPARTMENT OF  
DESIGN &  
 
MERCHANDISING  
 
 

  

Colorado State University         
College of Health and Human Sciences   

 

 

 

Inclusion of the
Avenir Museum
of Design &
Merchandising
Strategic Plan
2011‐2016

Strategic Plan 2013‐2018


VISION 

The Design and Merchandising Department is a recognized leader in cultivating innovative and 
socially responsible solutions to local and global human‐centered opportunities and challenges in 
apparel, interior design, and merchandising.  


MISSION 

An ongoing commitment to cultivating innovative and socially responsible solutions to local and 
global human‐centered opportunities and challenges in apparel, interior design, and merchandising 
by: 

1. Creatively assessing issues and alternative viable solutions positively impacting quality of life 
for diverse stakeholders. 
 

2. Addressing future societal needs by analyzing historic and current needs, as well as 
considering national and international perspectives.  
 

3. Incorporating a pragmatic and socially responsible approach to teaching, research, and 
engagement.  

 
4. Applying technology in pursuit of human‐centered solutions to societal needs. 

 
5. Designing industry‐relevant products and services for diverse populations.  

 
6. Balancing ethical and profitable product and service lifecycle management.  

 
7. Enhancing students’ preparedness through experiential, collaborative, community, and 
industry‐based learning. 
 

8. Fostering students’ intellectual curiosity, objectivity, and independence, as well as their 
ability to critically evaluate information and to use resources in addressing problems. 
 

9. Advancing interdisciplinary and global perspectives.  
  

10.  Maximizing opportunities enhancing and highlighting the principles of design.  
 
  CHARACTER 


Collaborative, creative, balancing, future‐focused, pragmatic, diverse, visionary
 
 

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Goal 1:  Assure Excellence in Undergraduate and Graduate Academic Programs, creating distinctive experiences and improving 

discovery capabilities. 

 

Objective 1. Undergraduate and graduate Students will graduate with the appropriate toolsets and perspectives for their discipline that makes 

them highly qualified to enter and succeed in their professional fields. 

 

                  1.1  Students will engage in current, relevant and distinctive curricula that enhance critical thinking and creative problem solving 

 

Strategies  

1. All units employ the CSU PRISM continuous assessment and improvement process to monitor student learning 

outcomes 

2. Develop increased classroom and program participation from community members, practitioners, industry personnel 

to forge a stronger link between what is taught and what is needed for “real world” settings (1.1.1) 

3. Collaborate with peer institutions and/or professional societies for benchmarking program quality 

4. Consider new strategies (using emeriti faculty and retired community partners, visiting scholars) as part of the overall 

staffing plan 

5. Course content will include activities that increase student learning and time on task, improved feedback on 

performance, and interaction with classmates and faculty 

6. Faculty will develop critical‐thinking activities and assignments that replace or supplement traditional assessments 

7.  Retain CIDA accreditation for ID program  (1.1.2 ‐ former DM Strategy) 

8.  Leverage Executive In Residence for long‐term program development. (1.2.3) 

9. Enrollment of majors will increase by 10% students without sacrificing excellence in teaching and advising. 

 

    1.2 Increase high quality research, artistry, and experiential learning opportunities that enhance discovery capabilities. 

Strategies 
 
1. Track and enhance faculty mentoring of undergraduate research, artistry, honors students, and experiential learning 
opportunities 
2. Maintain excellent internship programs, practica, and clinical experiences  
3. Support Track I and II Honors Programs  
4. Increase number of honor students by targeting high achieving students for Track II honors.(2.5.1) 
5. Explore new opportunities for departmental honors courses ( 2.5.2) 
6. Direct honors scholarship toward dissemination (2.5.4) 
7. Increase participation in undergraduate juried competitions (CURC, ITAA, AATCC, etc.) (2.7.1) 

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8. Maintain relationship with AmeriCorps  
9. Assess current needs to support the evaluation of graduate mentoring  

Assess leadership opportunities for graduate students 
10. Encourage student presentations at conferences and submission of scholarship to appropriate outlets 
11. Improve student/faculty ratios by growing the base number of faculty in the College 
12. Examine university resources for grants to support undergraduate and graduate research 
13. All faculty will post undergraduate research/creative artistry opportunities with the Office for Undergraduate 
Research and Artistry 
14. Recognition of outstanding faculty mentors 
15.  Increase the value of the internship experience (2.2.) 
16.  Enhance awareness of internship opportunities (2.2.1) 
 
   

1.3 Assure high quality off‐campus teaching and learning opportunities. 

Strategies 
1. Monitor and evaluate distance education programs (PRISM) 
2. Student learning outcomes should be comparable for on and off campus classes 
3. Collaborate with Extension in identifying and meeting off‐campus education needs 
6.  Promote education/industry/practitioner partnerships(2.3.) 
7.  Encourage students, through student organizations, to participate in mentoring and network activities.(2.3.1) 
8.  Organize professional visits for students(2.3.2) 
9.  Increase collaborations internally and externally by leading/engaging in multidisciplinary as well as industry 

relationships/coalitions. 
 

    1.4 Students will have access to high quality advising/mentoring opportunities. 

Strategies 
1. Acquire sufficient, high quality academic support coordinators for each academic program 
2. Encourage student leadership and  engagement at the unit, college and university levels  
3. Continue to expand educational opportunities for undergraduates, graduate and professional students 
4.  Include graduate student stipend and tuition in grant process.(3.3.1) 
5.  Increase support and dissemination of graduate student scholarship.(3.4.1) 
6.  Create a forum for sharing of scholarship among graduate students and faculty.(4.3.2) 

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1.5 Acquire and maintain state of the art accessible facilities, equipment, and technology that enchance the teaching/learning and 
discovery. 

Strategies 
1. Develop a master plan for academic and research space expansion  
2. Conduct an annual assessment of classroom and teaching laboratory instructional technology needs 
3. Upgrade current teaching classrooms, laboratories and studios across the College as needed 
 

    1.6 Expose students to diverse cultures and promote inclusive excellence across the College. 

Strategies 
1. Infuse curriculum with multicultural and global perspectives as appropriate 
2. Support efforts for faculty, graduate students and staff to be able to teach, advise, conduct research and practice 

with cultural competence 
3. Promote participation in and support for international study programs and internships 
4. Encourage units to host international visiting scholars 
5. Develop marketing and outreach initiatives using engagement with alumni and local professionals to foster a 

welcoming environment 
6.  Increase participation in study abroad programs (4.2.1) 
7.  Establish criteria for and encourage visiting scholars (4.2.2) 
8.  Expand global internship opportunities (4.3.1) 
9.  Increase submission of international grant proposals (4.3.2.) 
10.  Maintain department‐focused international study tour (4.3.3.) 
 

 

1.7 Align Curricular with industry, practice, and discipline trends (2.4) 

Strategies 
Apparel and Merchandising (2.4.1) 
1. Enhance students’ level of understanding and awareness of the “interdependence” along the global textile and 
apparel supply chain. 

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2.Obtain necessary resources to develop a new course in product development and evaluation 
3. Continue infusion of industry technology into course instruction (specifically in the Merchandising curriculum) 
 
Interior Design(2.4.2) 
4. Enhance students’ level of understanding and awareness of social responsibility in design   
5. Link the program internship to the NCIDQ Interior Design Experience Program/DEP task content areas 
 
 

    1.8  Infuse Social Responsibility into Design and Merchandising Curricula 

Strategies 
1. Establish an overarching philosophy of social responsibility that is addressed across the Design and Merchandising 
curriculum (2.1.1.) 
2. Ensure that Depth and Integration courses and Capstone courses challenge student’s critical and professional 
interpretation of social responsibility (2.1.2.) 
3.Showcase student work related to social responsibility (2.1.3) 
 

 

  Objective 2: Faculty will be excellent teachers.  

    2.1 Units will recruit/retain high quality faculty with outstanding teaching abilities. 

Strategies 
1. Search committees will build into the interview process the review of candidates teaching skills 
2. Target hires to increase diversity of faculty  
3. Assess units need for hiring non‐tenure and tenure track faculty 
4. High quality teaching skills will be valued through differential staffing 
5. Advocate for improved salaries par with peers and ensure faculty starting salaries and start up support are nationally 

competitive 
 
 

  

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    2.2 CAHS faculty will support and challenge one another to become better teachers. 

Strategies 
1. Utilize assessments for faculty development via T&P, annual evaluation, 3 yr review, teaching evaluations, peer 
reviews  
2. College will share best teaching practices across units  
3. At least 4 CAHS units will submit faculty for university and/or other professional teaching awards each year; 
4. Units will develop mentoring program for teaching excellence 
 
 

2.3 Units and College will value and reward teaching in promotion and tenure, post‐tenure review, and merit pay raises connected to 
faculty teaching. 

Strategies 
1. Unit and college codes will clearly define teaching expectations and excellence 
2.  Support opportunities for faculty development and internships (9.2.2.) 
 

    2.4 Faculty will be adept at teaching to a variety of learning styles and needs. 

Strategies 
1. Learning Ecologies Approach to Course Redesign – TILT 
2. Faculty participate in Master Teacher Initiative, Let’s Talk Teaching, TILT Colloquium, Professional Development 

Institute, Teaching Conferences and Workshops 
 

    2.5 Faculty will enhance their instructional skills and participate in ongoing professional development in their roles as teachers. 

Strategies 
1. Track faculty participation in TILT, workshops, and PDI offerings   
2. Provide seed funding for teaching improvement projects and activities 
 

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    2.6 Develop balance between teaching and research assignments to support and build productivity in each area. 

Strategies 
 

1. Support differential workloads so that faculty can best use their skills, talents and interests 
2. Move faculty to a 2/2 teaching load. If greater research time warranted(1.3.2) 
3. Monitor Loads with respect to service (1.3.3) 
 

    2 .7 Create pedagogically sound instructional practices and mentoring for GTA’s and build teaching into their PhD training experience. 

Strategies 
1. Increase GA numbers, quality and  financial support  
2. Provide resources of stipends and space for GTAs 
3. Assess current needs to support the evaluation of graduate mentoring  
4. Units provide graduate students with resources and training for career development 
 
 

  Objective 3: Recruit and retain high quality students, faculty, and staff  <<Little regarding Faculty and Staff Measures in this section. 

    3.1 Improve the quality and diversity of undergraduate and graduate students recruited the CAHS programs. 

Strategies 
1. Develop a comprehensive college plan that will establish enrollment goals  
2.  Advocate for right sizing of programs and effectively balance teaching, research, and outreach 
3. Coordinate with Admissions to utilize focused recruiting including efforts related to recruitment of transfer and non‐

traditional 
     students and pipeline initiatives  
4. Target populations of diverse, out  of state, and high achieving students from recruitment to graduation 
5. Develop new college recruitment  video and update websites 
 
 

3.2 Improve first year student success rates (retention) and six‐year graduation rates. 
 

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Strategies 
1. Assess individual unit rates 
2. Enhance active retention plans to support students  
3. Faculty and Staff will identify and build new innovative programs that meet a variety of diverse student needs 
 

    3.3 Transition our students into dedicated alums. 

Strategies 
1. Track students through and after graduation for: 

a. Contact information, 
b. Employment in field, 
c. Leadership positions and achievements, 
d. Percentage pursuing graduate degrees, 
e. Potential to give back through mentoring and development 
2. Develop CAHS Emerging Leaders Alumni Council 
3. Develop CAHS Established Alumni Development Council 
4. Develop Refine unit development plans 
5. Involve alumni in College and unit activities and annual giving 
6. Support unit development of web‐based alumni networks  
7.Continue college and unit newsletters 
8. Enhance marketing for college and units 
 

Goal 2:  Create and enhance research, scholarship, and creative artistry programs of distinction 
Priorities:  Research Themes, Infrastructure, Impact 

 
Objective 1. Invest in the new and current human resources as necessary for increasing the quality of research, scholarship, and artistry. 

 
                         1.1  Recruit and retain tenure track faculty members with outstanding abilities in research, scholarship and creative artistry. 
 
 

Strategies  
1.50% of targeted new faculty hires come with external funding. 
2.All department codes specify external grantsmanship as part of performance evaluations. 
3.College and units establish best recruitment practices model. 
4.College establishes proactive plan to retain best faculty. 
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5.Focus research in key areas of department mission, institutional strength, societal need, and individual expertise. ( 5.1.1.) 
6.Tenure track/tenured faculty contribute leadership to the development, submission, and implementation of 

research/teaching proposals to external funding sources in an effort to increase research/creative funding and graduate 
assistantships. 
 

    1.2 Provide incentives for outstanding grantsmanship/research productivity. 

Strategies 
 
1. The college will establish an incentive plan to reward successful external grantsmanship. 
 

1.3 Provide support as needed for faculty transitioning to multi‐year external grants with significant indirect. 

Strategies 
 
1.Each unit will establish its own plan with support from the Dean and RAD 
2.CAHS provides seed funding for needed pilot data on a competitive basis. 
3.CAHS provides funding as needed for external reviews of all multi‐year grant proposals. 
 

1.4 Match promotion and tenure, post‐tenure review, and sabbatical expectations to college and unit research and external funding 
expectations. 

Strategies 
 
Departments and college will codify the meaning of excellence and distinction, with approval by the Dean’s Office, as 
reviewed every 5 years. 
 

1.5 Pursue prestigious research and creative artistry awards for faculty and programs (e.g. UDP, PRSE, etc.). 

Strategies 
 
1.At least 4 CAHS units will submit nominations each year.  

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2.The CAHS provides logistical support for all nominations and tracks the  outcomes  
 

    1.6 Develop teaching load strategies that allow for adequate research productivity. 

Strategies 
 
Each department establishes a buy‐out model that fits the needs of the discipline and is approved by the Dean’s office.  
   

1.7 Promote the career success of minority scholars. 

Strategies 
 
1.Obtain minority fellowships and research supplements. 
2.CAHS RAD communicates information on minority RFPs and other opportunities. 
 

    1.8 Clearly delineate criteria for sabbaticals that focus on enhancing research, scholarship, and creative artistry 

 

Strategies 
 
Dean and Dept Heads clarify criteria in codes within the next 3 years. 
2.  Develop a rotational plan for sabbatical leaves ( 9.2.1) 
 

  Objective 2: Provide the infrastructure needed to significantly increase research, scholarly productivity, artistry, and external funding. 

    2.1 Establish appropriate and competitive start‐up and mentoring plans for each new hire 

Strategies 
 
1.Each unit establishes an individualized plan for new hires including infrastructure and work load distribution  
2.Units will strategically plan for sharing of research facilities as appropriate   
 
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    2.2 Increase the number of graduate research assistants. 

Strategies 
 
1.Use F&A funds from college and Graduate School to establish a competitive Dean’s Fellowship program 
2.CAHS lobbies Graduate School to develop a more productive approach to graduate tuition funding (e.g. International 
students) 
 

    2.3 Increase the number of post‐doctoral fellows. 

Strategies 
 
1.As possible within the discipline, College faculty will include more post‐doctoral fellowships in grant applications 
2.Attract post‐doctoral scientists to CSU with their own funding. 
 

 

2.4 Increase the quantity and quality of research facilities, equipment, and personnel necessary to maintain state‐of‐the‐art 
scholarship and artistry 

Strategies 
 
1.Increase the college research space footprint by 10% annually over the next 4 years. 
2.Use the CAHS transdisciplinary research themes to lobby for research space, equipment, and infrastructural support 
necessary for these  programs  
 

    2.5 Establish the metrics needed in a college research activity data base. 

Strategies 
 
1.RAD work with Cabinet to determine metrics needed in data base and how to pull together.  
 

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    2.6 Clarify research, gifts, and consulting policies and their interplay with effort distribution and tenure and promotion. 

Strategies 
Each unit establishes clear policies and standards regarding gifts and consulting in relation to research productivity and 
contribution toward T&P 
 

    2.7 Foster discovery leading to patents, technology transfer, economic development and impact. 

Strategies 
 
1.Develop partnerships with corporate entities to enhance research 
2.Heighten awareness among CAHS faculty of resources available to assist with the patent and tech transfer process.   
 

    2.8 Foster shared research infrastructure including facilities, equipment, and human resources. 

Strategies 
 
1.Units will strategically plan for sharing of resources   
2.There will be greater interaction among faculty and the Avenir Museum. 
 

    2.9 Provide effective pre‐award and grant development and post award support. 

Strategies 
 
1.Increase by 1 FTE the CAHS support (pre and post award) for grantsmanship,  
2.Lobby to establish an accountable and more productive relationship with the OSP and business and financial systems 
 
 

 

  Objective 3: Conduct and disseminate high quality impactful research, scholarship, and artistry that helps solve societal problems. 
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    3.1 Publish research and exhibit creative artistry in high impact, refereed scholarly journals and venues. 

Strategies 
 
1.Increase the number of published peer‐reviewed papers & exhibitions by 10% over the next 3 years. 
2. NA 
 

    3.2 Present research findings at national and international research conferences. 

Strategies 
Increase the number of national and international presentations as a foundation for journal publications. 
 

    3.3 Establish high quality standards for doctoral student mentoring and research productivity. 

Strategies 
The college and each unit with a doctoral program will establish the standards used to identify high quality mentorship 
and doctoral student research. 
 

    3.4 Promote the development of collaborative, focused research initiatives. 

Strategies 
An average of 3 new collaborative research projects will be initiated each year over the next 3 years.  
The Department will establish 3 to 4 areas of focus to pursue for the 3 years and brainstorm grant ideas 
 

  Objective 4: Identify and promote college‐ and university‐wide trans‐disciplinary research and discovery themes. 

4.1 Capitalize on the common research interests among the college faculty to develop focused initiatives aimed at improving the 
human condition and environment. 

Strategies 
Establish 1‐3 CAHS priority research themes during the next 3 years. 
 

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    4.2 Promote transdisciplinary teams aimed at enhancing the breadth and quality of grant applications and research initiatives. 

Strategies 
Transdisciplinary teams will be established for each of the college research themes. 
 

    4.3 Increase the level of research focused on health and economic disparities, the underserved, and diverse populations. 

Strategies 
Increase the number of grant submissions and projects focused on improving the well‐being of limited resource audiences 
by 10% per year over the next 3 years.   
 

Goal 3: Engage citizens and empower students to become engaged citizens through community‐based partnerships designed to address 
complex societal issues.  

 
  Objective 1. Build Collaborative Community‐Based Partnerships that Address Complex Societal Problems 
 
    1.1 Identify areas of college strengths as related to engagement and outreach opportunities 
 

Strategies  

Each unit identifies at least one focus area related to engagement and outreach activities 
 

    1.2 Identify and develop community partners. 

Strategies 
 
Each unit identifies current and potential community partners 
 

    1.3 Collaborate with community partners to address identified challenges and community needs. 

Strategies 

 
Collaborations are implemented and ongoing 
 

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    1.4 Engage Extension specialists and agents as appropriate in developing and strengthening community partnerships. 

Strategies 
 
Collaborations are implemented and ongoing; impact is regularly assessed 
 

    1.5 Engage alumni and emeritus faculty as appropriate in developing strengthening community partnerships. 

Strategies 
 
Implement a system to track engagement and opportunities for engagement with alumni and emeritus faculty 
 

  Objective 2: Ensure that outreach and engagement activities are visible, accessible, valued and recognized at local, state, and national levels. 

    2.1 Recruit and retain faculty with outstanding abilities in outreach and engagement. 

Strategies 
 
1. At least 20% of targeted faculty hires come with outreach and engagement experience. 
2. All department codes specify outreach and engagement as part of performance evaluations. 
 

2.2 Develop centralized college marketing and communications plan related to outreach and engagement 
 
Strategies 

 
1.A point person is identified in all units and in Dean’s office for communications related to outreach and engagement 
2.CAHS marketing & communications plan is ongoing & impact is regularly assessed 
 

2.3 Disseminate outreach and engagement outcomes to alumni and college friends, donors and potential donors. 
 
 
 

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Strategies 
 
1. A coordinated plan has been implemented for dissemination 
2.Develop strategies for promoting the department ( 7.3) 
3.  We will increase understanding of our Department’s excellence through enhanced promotion and communication 
(printed and online information) 
4.  Build/Expand our Alumni  data‐base for better tracking 
 

    2.4 Develop a college plan for recognition of all key community partnerships. 

Strategies 
A coordinated plan has been implemented for recognition of key college partnerships 
 

    2.5 Pursue prestigious outreach and engagement awards for faculty and programs. 

Strategies 
1. At least 4 CAHS units will submit nominations each year.  
2. The CAHS provides logistical support for all nominations and tracks the outcomes 
 
 

    2.6 Provide salary incentives for outstanding outreach and engagement. 

Strategies 
The college will establish an incentive plan to reward successful outreach and engagement. 
 

  Objective 3: Promote participation of diverse populations in all college outreach/engagement programs. 

    3.1 Define an inclusive approach to diversity related to outreach and engagement. 

 

Strategies 
An inclusive approach to diversity has been defined and accepted by the CAHS Cabinet 
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  3.2 Seek resources to meet ADA requirements, including universal design for learning, related to outreach and engagement. 

Strategies 
Unit heads understand what constitutes reasonable accommodations and available campus resources 
 

    3.3 Develop intentional strategies for increasing the diversity of students, faculty and staff related to outreach and engagement. 

Strategies 
Number of students, faculty and staff from underrepresented groups have increased 
  

Objective 4: Infuse outreach and engagement activities in curricula and research and scholarly initiatives. 

4.1 Develop and implement strategies to increase collaboration and partnership between CAHS academic units, field agents in 
extension and other community partners.   

Strategies 
Each unit works with Dean to develop or strengthen community partnerships 
 

4.2 Recognize outreach and engagement as a critical component  of the university’s tripartite land grant mission, including in the 
context of tenure and promotion (E.12 of The Manual) 

Strategies 
Each unit will develop its own benchmarks for recognizing outreach and engagement as part of research, teaching and 
service 
 
  

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Avenir Museum of Design and Merchandising Strategic plan 2011‐2016

 


Mission

The mission of the Avenir Museum of Design & Merchandising is to obtain, document, preserve, interpret and exhibit artifacts emphasizing the 
importance of material culture and expanding knowledge of costume, textiles, and interior furnishings. The Avenir Museum offers inspiration 
for significant research and education locally, nationally, and internationally.           



Vision

On June 23, 2011, an outstanding panel of experts convened for a visioning session focused on the Avenir Museum of Design and Merchandising.
Through brainstorming, discussion, and deliberation, members focused on four strategic objectives that make up the essence and the potential
of this unique institution within the Department of Design and Merchandising:

•Establish an internationally recognized, accessible, state‐of‐the‐art facility enhancing the Avenir Museum’s presence and function

• Advance scholarship, teaching, and learning… “applying intellectual and academic resources to social, economic and community development in
Colorado, the nation and the world.”

• Expand community outreach and engage diverse audiences through the Avenir Museum’s presence and identity

• Realize stable, sustainable finances and a full complement of staff

This vision serves as a guidepost for more detailed planning: strategic objectives, timelines, collections policy and plan, interpretive plan, and a
business/operational plan. It is important to note that Avenir Museum staff and University administrators have been consistently informed and
mindful of best practices during a period of rapid change and growth. Formal planning documents codify existing practices, while responding to
needed improvements and enhancements. The vision informs the strategic objectives that must be addressed in the following five years. The
objectives provide the primary elements around which we have developed goals and benchmarks (B) that will move the Avenir Museum
forward. An Advisory Board will provide guidance for the implementation of the strategic plan. Selected from a national group of experts,
members will include key university educators; museum professionals with proficiency in the areas of collection development, exhibitions and

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programming, marketing, friend and fund raising; and key stake holders including major donors (as identified in the Museum Assessment
Program Institutional Asessment Report, June, 2010). Members will be solicited from professional organizations including Colorado‐Wyoming
Association of Museums, Mountain‐Plains Museum Association, Textile Society of America, Costume Society of America, and the International
Textile and Apparel Association.

Strategic Objectives

1. Establish an internationally recognized, accessible, sustainable, state‐of‐the‐art facility enhancing the
Avenir Museum’s presence and function.

Goal 1: The facility is true to the sense of this place, complementing and enhancing the University Center for the Arts, the public gardens, the
University, and its neighborhood.

We will know that this goal has been accomplished when….

B 1. Funding has been secured to build the new facility and ensure its sustainable maintenance.



B 2. An architect with expertise in accessible, collections‐based museum design has been consulted in the development of the building design.



B 3. The new Museum is a well‐proportioned building, equally suited for grand, public display and intimate study.



B 4. Visitors feel welcome and comfortable with places to pause and relax that inspire reflection and conversation.



Goal 2: As the Avenir becomes increasingly well‐known, we are offered unique ‘gifts’ and have the space for storage and display.

We know that this goal has been accomplished when….

B 1. The collection is enlarged in a systematic controlled way ‐ managed by established university interests (type), and by Avenir guidelines
(for size and quality) with input from the advisory board.
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B 2. National and international connections generate distinctive and exceptional additions to the collection.

B3. Major gifts will be accompanied by financial support for care and preservation.



Goal 3: The building design facilitates educational programming that showcases the Museum’s backstage, sharing selected aspects of the inside
story with visitors.

We will know that this goal has been accomplished when….

B 1. The facility includes accessible classrooms research and study areas, and computerized access to the collections.

B 2. The study drawers and behind‐the‐scenes windows into the storage area invite visitors to explore, discover, and ponder the riches of the
collection.



Goal 4: The Museum earns accreditation by the American Association of Museums.

We will know that this goal has been accomplished when….

B 1. Formal policies encompass all aspects of the building, environment, and collections care.

Examples of how the Avenir Strategic plan fits with current Colorado State University and Department of Design and Merchandising strategic
plans.





Existing Strategic Plans Goal

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Colorado State University Goal 3: Improve and increase learning facilities
Goal 33: Master Building Plan – maintain and upgrade the
Department of Design and overall campus environment through improved learning and research facilities
Merchandising Goal 2.9 Expand student exposure to diverse cultures
Goal 5.1 Improve discovery capabilities via creation and
equipment of spaces for research
Goal 10 Build necessary infrastructures

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2. Advance scholarship, teaching, and learning “…applying intellectual and academic resources to social,
economic and community development in Colorado, the nation and the world” (CSU Strategic Plan).

Goal 1: The Museum offers unique opportunities for scholarly inquiry and interdisciplinary learning across a wide range and diversity of audiences,
both institutional and public.

We will know that this goal has been accomplished when….

B 1. The collections represent an exceptional but focused range of cultures and time periods; students are invited to engage in experiential learning
and research enriching their Design and Merchandising education at the undergraduate and graduate levels.

B 2. University courses, exhibitions, and programs make the Museum a crossroads where educational experiences bring textiles and apparel, their
makers and their stories together with scholars, students, collectors and donors, and textile and apparel enthusiasts. Educational experiences also
provide experiential demonstration of merchandising theory and practice.

B 3. The Museum provides multiple generations with the knowledge and rewards of seeing and understanding costume, textiles, and interior 
furnishings. 

Goal 2: The Museum maintains institutional memberships and staff are actively engaged in professional organizations such as Costume 
Society of America, Textile Society of America, and appropriate museum organizations.  

Goal 3: The Museum achieves American Association of Museums accreditation, adding credibility, accountability, and national recognition.

We will know that this goal has been accomplished when….

B 1. Formalized policies and standards reflect the established mission of the museum, including

‐Code of Ethics

‐Governance, staff, and volunteer structures and processes

‐Collection stewardship in areas of use and development, exhibition, research, interpretation, and preservation

‐financial resources management for long‐term sustainability

‐physical space and use of facilities that meets the needs of the collections, audiences, and staff

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Goal 4: The Museum advances a full range of educational products and services, grounded in scholarship and the CSU land grant mission.

We will know that this goal has been accomplished when….

B 1. Expanded strategic partnership/collaboration includes all Design and Merchandising Department faculty and students through products
and services .

B 2. Products and services involve faculty from diverse University departments, guest artisans, community‐based experts, and non‐
matriculated students (volunteers, docents, etc.)

B 3. Products and Services exemplifying:

– Exhibitions (including data, context, and interpretation)

– Catalogs

–Refereed articles

– Presentations, both juried and invited

– Workshops, both lecture‐based and applied

– Conferences/symposia

– Internships

– Dissertations/theses

– On‐line access through a collections database, web‐based exhibits, and blogs

– University courses: graduate and undergraduate, introductory and specialized

– Guest lecturers and exhibition curators

– Study tours and experiential learning

Existing Strategic Plans Goal

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Colorado State University Goal 7. Active and experiential learning opportunities for
undergraduates
Deapartment of Design and
Merchandising Goals 12 and 13. Enhance the quality and role of graduate
education

Goal 10. Integrate academic and co‐curricular experiences

Goals 15 and 19. Fostering excellence in research, scholarship, and
creative artistry

Goal 24. Service to K‐14 Schools and students

Goal 25. Lifelong learning



Goal 2.1: Create distinctive undergraduate experiences through
establishment of an overarching philosophy of social responsibility
that is addressed across the Design and Merchandising curriculum.

Goal 2.4: Align curricula with industry, practice, and discipline
trends

Goal 3: Enhance the quality of graduate education

Goal 4: Foster excellence in research, scholarship, and creative
artistry through increased scholarly productivity and external
funding

Goal 13.1 Establish museum mission, policies, and collection
priorities

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3. Expand community outreach and engage diverse audiences through the Avenir Museum’s presence
and identity

Goal 1: The Museum is a recognized, respected, must‐go‐to resource for the local community, the Front Range, Colorado and beyond.
We will know that this goal has been accomplished when….
B 1. Visitor‐friendly hours and collaborative partnerships make the Museum attractive and accessible to diverse audiences: school classes,
families, textile enthusiasts and museum aficionados, CSU students and staff, local and regional residents, and national/international visitors.

Goal 2. The Museum has an active, well‐thought‐out marketing/public relations program
We will know that this goal has been accomplished when….
B 1. A successful brand for the Museum has been identified and established.
B 2. Communications with current and potential audiences and partners is increased through:
‐creation of a lively, informative website
‐ thoughtful use of select social media
‐development of additional brochures and rack cards targeting specific audiences
B 3. A Friends of the Avenir Museum group has been organized to support the Museum.
B 4. Membership/dues programs are offered for the general public.
B 5. Strategic partnerships with textile/museum/art groups and professional organizations are formed.
B 6. Collectors and collections are identified and cultivated.

Goal 3. Additional and new programs engage new audiences and repeat visitors
We will know that this goal has been accomplished when….
B 1. The best use of available facilities includes taking special advantage of freed‐up spaces and resources in summer.

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B 2. The talents of faculty and volunteers are showcased.
B 3. Visiting scholars are encouraged to share their expertise.
B 4. Workshops are scheduled to synchronize with regional festivals.
B 5. K‐12 teachers are involved in curriculum development and training programs.
B 6. The Museum collaborates with local museums to produce joint programs and exhibitions.
B 7. An online presence for the collection provides listing of scheduled programs and exhibitions.
B 8. An expanded curriculum attracts and maintains visitors :

– Showcasing the collection in new ways
–Identifying and cultivating new collectors and collections
Goal 4: A retail Museum Shop is established as an entrepreneurial model.
We will know that this goal has been accomplished when….
B 1. A laboratory environment provides for student merchandising and design experiences.
B 2. The marketing to purchasable products is extablished.
B 3. The Museum provides opportunity for artisan and CSU revenue generation.
B 4. The Museum addresses the ‘Global, Social and Sustainable Enterprise’ focus of the Design and Merchandising Department.




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Existing Strategic Plans Goal
Colorado State Univesity Goal 20 Engaging citizens through community involvement.
Supports the Land Grant Mission brining the rich resources
Department of Design and of a great public university to the people
Merchandising Goal 28. Environment and sustainability engagement.


Goal 1.1 Enhance curriculum through participation from
community members/ practitioners/industry personnel
Goal 9 Expanding fundraising and marketing


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4. Realize stable finances and a full complement of staff

Goal 1: Institute a solely sustainable operating budget within, but separate from, the Department of Design and Merchandising’s operating
budget.
We will know that this goal has been accomplished when….
B 1. The budget is managed by the Executive Director, with oversight and responsibility by the DM department head and holds accountability
to CSU through periodic and consistent review of the outcomes.
B 2. Revenues are derived from a variety of sources:
‐Endowments, capital campaigns and planned giving
‐Memberships and Donations
‐Fees: workshops, K‐12 programs, international tours and short‐term training, trunk shows, symposia, traveling exhibitions, educational
materials, publications
‐In‐kind: equipment, printing, etc.
‐Successful external and internal grant proposals
‐Sponsorships: businesses, associations, service clubs, etc.
‐Museum Shop entrepreneurial model

Goal 2: Achieve a full complement of staff.
We will know that this goal has been accomplished when….
B 1. The position of Executive Director, focusing on management, funding, outreach, Advisory Board has been filled. This individual is also a
scholar.
B 2. The position of Curator, at thePh.D. level, is maintained with a focus on scholarship, exhibitions, programs.


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