How We'll Get There
Our strategic planning process invited our community to dream big and aim high, and we did. The vision and five goals laid out in this strategic plan are inspirational, aspirational, and ambitious. They are also achievable. Having painted the vision for our future, we now turn our attention toward how we will deliver on this promise.
Bringing these ambitions to life will require us to continue working hand-in-hand across the university and with partners outside our campus to develop and prioritize specific plans for execution of our aspirational plan.
Here is how we’ll do it:
1.
We will lay out concrete plans, hold ourselves to account, and celebrate wins along the way.
To ensure we are all rowing in the same direction, our efforts will be intentional and coordinated.
We will work as a community to define roadmaps and success metrics and then commit to holding ourselves and each other accountable.
We will celebrate our wins and the progress we are making as we go.
2.
We will make smart financial decisions and diversify and grow our revenue streams to allow us to invest in our future.
We will advance strategic enrollment management efforts to build capacity and revenue by growing and optimizing areas that align with the interests and needs of learners, employers, and society. We will think strategically about our optimal enrollment mix, including out-of-state, international, and non-credit-seeking students, and actively pursue tactics to achieve it.
We will leverage our location and our new vision to seek partnerships at a higher level of engagement and mutual benefit. We will define our value proposition for employers and partners across sectors—industry, nonprofit, and government—to jointly invest in ambitions that deliver on our shared interests.
We will invest in developing and building our philanthropic operation to pursue greater support from donors.
We will organize and work strategically to obtain grant funding for educational programming, learner success, research, and capacity-building, leveraging when possible our status as a minority-serving institution. We will further evolve our incentive-based budget optimally to best align resources with strategic initiatives.
3.
We will tell the world who we are and what we are doing. No longer will CU Denver be a “best-kept secret.”
We will refresh the CU Denver Brand and tell our story here at home and beyond.