Strategic Plan Deep Dive Week 6: Competitive programs of distinction

After a full year of 2030 strategic planning campus conversations – over coffee and lunch, during Town Hall sessions, through surveys and emails and listening sessions – seven core strategies have emerged as the driving forces behind the next decade of success at UCCS. 

Communique will inform you weekly about each of the seven core strategies, which are not prioritized in any way. These updates will culminate at the next Town Hall on September 3, to which the entire campus community is invited. 

This week, Communique will give an overview on competitive programs of distinction. This core strategy working group was championed by Charlie Sweet, vice chancellor for strategic initiatives, with professor of computer science and El Pomar endowed chair of innovation and security Terry Boult serving as team lead.

The names of the team members, all of whom volunteered for the working group, are provided here.

Innovative programs of distinction

The charge of the sixth core strategy in the UCCS 2030 Strategic Plan: To support competitive programs and initiatives, both existing and new, that show the university’s unique value and identity in the higher education landscape.

”UCCS will support competitive programs and initiatives, both existing and new, that show the university’s unique value and identity in the higher education landscape.”

Working group
After Chancellor Venkat Reddy’s Town Hall sessions in March, faculty, staff and students formed and joined working groups for each of the plan’s seven core strategies. Core strategy working groups were tasked with identifying the priorities, initiatives, anticipated outcomes and measures of success for each of the strategic themes. 

Sweet took charge of the core strategy working group, with Boult taking on a role as team lead. Faculty, staff and student volunteers rounded out the group. 

Outcomes
By supporting competitive programs and initiatives, the core strategy working group envisions the following outcomes: 

  1. Becoming a premier institution providing education and training within an inter-professional model that addresses the needs of an evolving and creative economy toward future employment opportunities.
  2. Applying a defined fast-track framework for resources and infrastructure to identify, select, launch and grow distinctive and nationally competitive programs.
  3. Creating increased visibility, awareness and knowledge of identified programs of distinction.

Measures of success
As the strategy moves into implementation, the core strategy working group will measure success by the following criteria: 

  1. Increased enrollment in and revenue from the innovative programs of distinction.
  2. Positive employment outcomes of graduates in inter-professional programs.
  3. Increased awareness and knowledge of innovative programs of distinction.
  4. Stakeholder use of and satisfaction with the fast-track framework.

Initiatives
To translate vision into practice, the core strategy working group recommends the following initiatives: 

  1. Develop and implement a framework that includes, but is not limited to, identification, processes, consulting with industry and community subject matter experts, recruiting, marketing, and funding for nationally competitive programs and initiatives, both existing and new, that show the University’s unique value and identity in the higher-education landscape.
  2. Develop and execute an entrepreneurial, targeted, and flexible strategy for program-specific marketing and recruiting for competitive programs of distinction.
  3. Develop and implement an accelerator program for cultivating new ideas for submission to the framework.

Next steps

With a draft strategy in place, there are limited opportunities for further refinement. Campus community members with thoughts on how to fine-tune the existing strategy are welcome to submit suggestions on the strategic plan website. They will be passed to the designated core strategy working group for review, and appropriate changes will made. 

Faculty, staff and students will have additional opportunities to participate in the strategic planning process as teams tasked to each core strategy form in the fall semester. Continue to check the strategic plan website for updates.

Chancellor Venkat Reddy is grateful to the active participation of faculty, staff, students, alumni and community members in helping to shape the future of the UCCS campus.

 

Read additional deep dives:

Strategic Plan Deep Dive Week 1: Excellence in research and creative works

Strategic Plan Deep Dive Week 2: Sustainable enrollment

Strategic Plan Deep Dive Week 3: Learning, engagement and inclusive belonging

Strategic Plan Deep Dive Week 4: Optimization of capabilities

Strategic Plan Deep Dive Week 5: Intentional revenue viability

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