{"id":114744,"date":"2019-08-16T10:11:42","date_gmt":"2019-08-16T16:11:42","guid":{"rendered":"http:\/\/communique.uccs.edu\/?p=114744"},"modified":"2019-09-04T14:23:34","modified_gmt":"2019-09-04T20:23:34","slug":"strategic-plan-deep-dive-week-5-intentional-revenue-viability","status":"publish","type":"post","link":"https:\/\/communique.uccs.edu\/?p=114744","title":{"rendered":"Strategic Plan Deep Dive Week 5: Intentional revenue viability"},"content":{"rendered":"

After a full year of 2030 strategic planning campus conversations \u2013 over coffee and lunch, during Town Hall sessions, through surveys and emails and listening sessions \u2013 seven core strategies have emerged as the driving forces behind the next decade of success at UCCS.\u00a0<\/span><\/p>\n

Communique will inform you weekly about each of the seven core strategies, which are not prioritized in any way. These updates will continue over the next three weeks, culminating in the next Town Hall on September 3, to which the entire campus community is invited.\u00a0<\/span><\/p>\n

This week,\u00a0Communique will give an overview on intentional revenue viability.\u00a0<\/strong>This core strategy working group was championed by Chuck Litchfield, vice chancellor for administration and finance. Elissa Unger, associate director of development, and Brooke Koenig Allen, program manager of processing for financial aid, served as team leads.<\/span><\/p>\n

The names of the team members, all of whom volunteered for the working group, are provided here<\/a>.<\/span><\/p>\n

\"\"<\/p>\n

Intentional revenue viability<\/b><\/span><\/p>\n

The charge of the fifth core strategy in the UCCS 2030 Strategic Plan: To expand revenue sources to strengthen financial sustainability and improve student affordability and access.<\/em><\/span><\/p>\n

\u201dUCCS will expand revenue sources to strengthen our financial sustainability and improve student affordability and access.”<\/span><\/p>\n

Working group<\/b>
\nAfter Chancellor Venkat Reddy\u2019s Town Hall sessions in March, faculty,\u00a0staff\u00a0and students formed and joined working groups for each of the plan\u2019s seven core strategies. Core strategy working groups were tasked with identifying the priorities, initiatives, anticipated\u00a0outcomes\u00a0and measures of success for\u00a0each of the strategic themes.\u00a0<\/span><\/p>\n

Litchfield took charge of the\u00a0core strategy working group, with\u00a0Unger and Koenig Allen taking on roles as team leads. Faculty, staff and student volunteers rounded out the group.\u00a0<\/span><\/p>\n

According to Koenig Allen, “I jumped at the opportunity to be involved with the core strategy on revenue diversification and affordability. This core strategy is critical to student affordability and broader, untapped funding streams that are independent of tuition revenue and state funding.” <\/span><\/p>\n

She continues, “UCCS is an asset to the Colorado Springs community, southern Colorado and the state. This core strategy addresses not only the long-term financial success of UCCS, but also the critical component of affordability to students and families. By pursuing these two points, our efforts are focused on ensuring that UCCS remains an asset for decades to come.”
\n<\/span><\/p>\n

Outcomes<\/b>
\nBy strengthening and expanding revenue sources, the core strategy working group envisions the following outcomes:\u00a0<\/span><\/p>\n

    \n
  1. Planning and implementation of incentive-based budget model.<\/span><\/li>\n
  2. Cultivating, building and increasing strong, steady streams of revenue from a more diversified collection of sources.<\/span><\/li>\n
  3. Improving student affordability and access within all student populations.<\/span><\/li>\n<\/ol>\n

    Measures of success<\/b>
    \nAs the strategy moves into implementation, the core strategy working group will measure success by the following criteria:\u00a0<\/span><\/p>\n

      \n
    1. Implement an incentive-based budget model within three years.<\/span><\/li>\n
    2. Decrease the percentage of education and general expenses budget funded by tuition.<\/span><\/li>\n
    3. Increase institutional aid streams, measured by both dollars and head count.<\/span><\/li>\n
    4. Increase the total share of budget provided by other sources.<\/span><\/li>\n<\/ol>\n

      Initiatives<\/b>
      \nTo translate vision into practice, the core strategy working group recommends the following initiatives:\u00a0<\/span><\/p>\n

        \n
      1. Restructure tuition tables to an activity-based model.<\/span><\/li>\n
      2. Commercialization of partnerships and undeveloped campus lands.<\/span><\/li>\n
      3. Shared service agreements.<\/span><\/li>\n
      4. Decreased cost to students through outside means, such as third-party payments, internships and new scholarship opportunities.<\/span><\/li>\n
      5. Research funding that increases\u00a0indirect cost recoveries\u00a0and decreases base funding.<\/span><\/li>\n<\/ol>\n

        Next steps<\/b><\/span><\/p>\n

        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<\/a> on the strategic plan website.\u00a0They will be passed to the designated core strategy working group for review, and appropriate changes will made.\u00a0<\/span><\/p>\n

        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\u00a0strategic plan website<\/a>\u00a0for updates.<\/span><\/p>\n

        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.<\/span><\/p>\n

         <\/p>\n

        Read additional deep dives:<\/strong><\/span><\/p>\n

        Strategic Plan Deep Dive Week 1: Excellence in research and creative works<\/a><\/p><\/blockquote>\n