{"id":114920,"date":"2019-08-23T09:10:22","date_gmt":"2019-08-23T15:10:22","guid":{"rendered":"http:\/\/communique.uccs.edu\/?p=114920"},"modified":"2019-09-06T10:28:34","modified_gmt":"2019-09-06T16:28:34","slug":"strategic-plan-deep-dive-week-6-innovative-programs-of-distinction","status":"publish","type":"post","link":"https:\/\/communique.uccs.edu\/?p=114920","title":{"rendered":"Strategic Plan Deep Dive Week 6: Competitive programs of distinction"},"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 culminate at 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 competitive\u00a0programs of distinction.\u00a0<\/strong>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.<\/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

Innovative programs of distinction<\/b><\/span><\/p>\n

The charge of the sixth core strategy in the UCCS 2030 Strategic Plan:\u00a0To support competitive programs and initiatives, both existing and new, that show the university’s unique value and identity in the higher education landscape.<\/em><\/span><\/p>\n

\u201dUCCS will\u00a0support competitive programs and initiatives, both existing and new, that show the university’s unique value and identity in the higher education landscape.”<\/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

Sweet took charge of the\u00a0core strategy working group, with\u00a0Boult taking on a role as team lead. Faculty, staff and student volunteers rounded out the group.\u00a0<\/span><\/p>\n

Outcomes<\/b><\/span>
\nBy supporting competitive programs and initiatives, the core strategy working group envisions the following outcomes:\u00a0<\/span><\/p>\n

    \n
  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.<\/span><\/li>\n
  2. Applying a defined fast-track framework for resources and infrastructure to identify, select, launch and grow distinctive and nationally competitive programs.<\/span><\/li>\n
  3. Creating increased visibility, awareness and knowledge of identified programs of distinction.<\/span><\/li>\n<\/ol>\n

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

      \n
    1. Increased enrollment in and revenue from the innovative programs of distinction.<\/span><\/li>\n
    2. Positive employment outcomes of graduates in inter-professional programs.<\/span><\/li>\n
    3. Increased awareness and knowledge of innovative programs of distinction.<\/span><\/li>\n
    4. Stakeholder use of and satisfaction with the fast-track framework.<\/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. 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\u2019s unique value and identity in the higher-education landscape.<\/span><\/li>\n
      2. Develop and execute an entrepreneurial, targeted, and flexible strategy for program-specific marketing and recruiting for competitive programs of distinction.<\/span><\/li>\n
      3. Develop and implement an accelerator program for cultivating new ideas for submission to the framework.<\/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