University of Colorado Denver 2030 Strategic Plan

UNIVERSITY OF COLORADO DENVER 2030 STRATEGIC PLAN

MAKE EDUCATION WORK FOR ALL

Letter From Chancellor Marks

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Driving Trends

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Vision For 2030

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Our Values

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Our Graduates

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Our Purpose

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Goals & Strategic Initiatives

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How We’ll Get There

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How We Got Here

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Acknowledgements 26–28

Founded in 1973 as Colorado’s only public urban research university, the University of Colorado Denver (CU Denver) brings high-quality academic programming, leading research and creative work, and real-life experiences to our 15,000 students in the heart of downtown Denver.

Part of the University of Colorado system and the most diverse research university in the state, CU Denver offers 114 bachelor’s, master’s, and doctoral degrees through eight schools and colleges, employs 2,000 faculty and staff, and engages more than 100,000 Lynx alumni all over the world. For more information, visit ucdenver.edu.

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Dear Friends, I am pleased to present to you our 2030 strategic plan, a profound repositioning of CU Denver to be a public urban research university that works for all: learners of all kinds and at all stages of life, industries and employers that need talent ready to hit the ground running, and communities requiring new solutions and discoveries.

“CU Denver is the essential institution to meet this moment. We’re a pioneer of inclusive learning. We’re young and innovative, embodying the curiosity, kindness, and ambition of the Rocky Mountain spirit. And we believe that redefining the public urban research university is the most important thing we can do for higher education and for the future of America.”

–Michelle Marks, PhD

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Our world is facing many challenges—climate change, a widening income gap, and racial injustice, to name a few— and how we address them will define the future for our communities. Yet our American system of higher education, historically designed to cater to the privileged few, is no longer working for most. Emerging from the COVID-19 pandemic and addressing the societal vulnerabilities it exposed, America needs a future workforce that is representative of its increasingly diverse population. We need collaborative ways of seeding outside-the-box thinking and research that addresses the complexities of our challenges.

And we can’t leave talented people out.

In a time of shifting workforce demands, rapid technological advancement, and changing demographics, CU Denver is poised to seize this moment to build a new model for higher education. We envision providing learners, whatever their background, a high-quality education that fits the reality of their lives and leads to a successful future of their own design. An ivory tower alternative, this education is grounded in experiential learning. It is designed to strengthen our society and economy by building talent pipelines to jobs for the future and partnerships to fuel innovation and growth.

CU Denver is ideally positioned for this bold new vision.

Chief among our strengths is our location, in the heart of an internationally connected city with a welcoming, collaborative, and inclusive culture. Denver is consistently ranked nationally among the best places to live and work, with its blend of outdoor adventure, metropolitan sophistication, vibrant arts and culture, and an entrepreneurial business climate that is attracting attention around the world. Being downtown, CU Denver offers ample opportunities for partnerships, internships, and engagement with researchers and entrepreneurs that provide world-expanding experiences for our students and innovative solutions for our community.

Another key advantage is our student body which, unlike that of traditional residential colleges, reflects the emerging demographics of our state and our country. Half of our undergraduates are students of color. Half are the first generation in their families to attend college. A third are graduate students, many of whom work while completing graduate degrees and microcredentials. Many of our students have families and jobs and are returning to college to advance their careers. They all exhibit grit, dedication, and talent.

As a public research university, CU Denver offers these remarkable students, the “talented many,” great value: access to leading faculty and nationally ranked programs; incredible opportunities to engage in research, discovery, and creative work; and intellectual heft and networks that last a lifetime.

We’re exceptional, not just because of rankings. It’s because, recognizing that although talent abounds, opportunities and social capital are not evenly distributed, we’re in the business of solving our nation’s opportunity gap.

Building on this unique combination of strengths and advantages, over the last six months we created an inclusive grassroots effort that engaged 3,000 participants in our community to develop our plan. In these pages you will find their ideas, passion, and inspiration for how we will deliver value for families, our state, and our society over the next decade.

I invite you to read, support, and participate in our plan.

We expect it to be a living document, naturally evolving as it is implemented over the course of the next decade. And through our collective work we will, indeed, remake a CU Denver education to work for all.

With great excitement for our shared future,

Michelle Marks, PhD Chancellor

MEETING THE MOMENT CU Denver is redefining the model of tomorrow’s public urban research university to lead to a more equitable and innovative society. Many external trends are accelerating the urgent need for action.

EQUITY GAPS

UNDEREMPLOYMENT

Though much debate of late has questioned the value of a bachelor’s degree, there is ample evidence to show that those who have at least a bachelor’s degree have significantly greater lifetime earnings, greater civic engagement, better health outcomes, and higher levels of happiness. They also contribute more to society: they pay more taxes, are more financially independent, and volunteer and donate more.

Today, many college graduates are finding themselves underemployed, with a degree that is not usefully serving their career aims—a trend exacerbated most recently by the COVID-19 pandemic. This makes it more important for universities to work with students and graduates to identify and develop career pathways that meet emerging workforce demands and provide a strong “return on investment,” all in ways that fit in their lives and help them fulfill purpose.

Yet, in a higher education system originally designed to serve the privileged few, although access and opportunity have significantly increased since the 1990s, education equity gaps are continuing to widen. Steeply increasing income inequality has made college unattainable for many, even more so in the past year due to the pandemic’s disproportionate impacts on low-income students and students of color. Their ability to get a degree will shape the future both for them and for our society.

As the Gates Foundation Postsecondary Value Commission noted in May 2021, “Without explicit attention to racial, socioeconomic, and gender equity, postsecondary education will continue to sustain and exacerbate inequalities, but a more equitable postsecondary education system can build a more just society.”

CHANGING DEMOGRAPHICS AND WORKFORCE DEMAND Changing demographics in the U.S. are leading to a society—and a workforce—that is older and more diverse than ever before. Employers will increasingly seek out diverse talent that enriches the culture and creativity of business and hire people who are equipped to engage with and serve diverse communities. And as people are living longer and switching careers more often, the work of the future will require updating of skills and knowledge education throughout a person’s career, no longer solely at the front end.

GLOBAL DISRUPTIONS People without a college degree have been the most severely affected by the COVID-19 pandemic, as well as other global crises in recent history. By some estimates, as many as 25% more workers may need to switch occupations. The pandemic also brought a drop in college enrollment, particularly among students from low-income backgrounds.

Their ability to get degrees and credentials will shape the future both for them and for our post-pandemic economy.

In their quick pivot to remote learning in 2020, universities demonstrated the muscle to innovate. A successful future and post-pandemic recovery will require big ideas, innovative solutions, and an educated, adaptable workforce prepared to serve diverse populations. It will require a university that brings high-quality, relevant education to the people who need it most, when and where they need it.

This strategic plan charts a course for CU Denver to be that university by 2030.

At the same time, the pace of new knowledge is quickening, and jobs that require mostly routine tasks are declining. Employers need access to a diverse talent pool with flexible, long-lasting analytical and interpersonal competencies—the “non-routine” skills obtained through a college education.

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VISION FOR 2030 At CU Denver, we are building a radically inclusive model for higher education based on the simple idea that everyone deserves access to an excellent education and a fulfilled life of their design.

Our model is based on equity and the belief that every learner should receive a high-quality, relevant education that fits the reality of their lives and leads to their definition of a successful future. To us, access is more than getting into college; it is about leveraging our status as a premier public urban research university to provide entrée to world-expanding academic and research opportunities, coveted professional networks, career-building internships and experiences, and social capital and mobility that is generally reserved for the privileged few.

We are much more than a degree-granting institution; we partner with learners to design their educational experiences, their lives, and their futures—flexibly, humanly, and on their terms. With a maverick spirit of innovation and high-powered urban energy, we question things that no longer work, foster curiosity, expand the imagination, create knowledge, grow empathy, cultivate diverse talent, and encourage risk-taking. We are disrupting the privileged seclusion of the ivory tower by providing a culturally responsive education to learners when they need it and where they need it.

EVERY LEARNER SHOULD RECEIVE A HIGH-QUALITY, RELEVANT EDUCATION THAT FITS THE REALITY OF THEIR LIVES AND TALENT.

We are embedded in the vibrant city we serve, partnering to solve societal problems, spark new discoveries, generate humanityimproving jobs, and elevate communities and economies. Locally infused and globally minded, we see the powerful potential to be a true equity-serving institution that changes education, strengthens democracy, and works for all.

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OUR VALUES WE ARE LEARNER-CENTERED. Our highest priority is the success of our learners, where success is collaboratively defined. We ensure that success by cultivating transformative student experiences, instilling enduring competencies, and promoting a supportive community that values flexible learning opportunities, innovative ideas, and academic excellence.

WE STRIVE FOR BELONGING AND EQUITY ON OUR CAMPUS AND IN OUR COMMUNITY. We view the world through a lens of equity, inclusivity, respect, empathy, care, and empowerment. As an urban university with a significant history in our community, we seek to learn from the past and effect meaningful change for our future. We are proud that a diverse and talented community with rich and varied perspectives calls our campus their own.

WE ARE PARTNERSHIP-ORIENTED, INTERDISCIPLINARY, COLLABORATIVE, AND INNOVATIVE. We cultivate a bold, innovative culture. Our interdisciplinary collaboration in teaching, research and creative work, and entrepreneurship yields solutions that proactively address complex challenges and create positive change in our world.

WE LEARN BY DOING AND IMPACT THE WORLD AROUND US NEAR AND FAR. We are deeply engaged and interconnected with our local, regional, and global communities. Our emphasis on hands-on learning and real-world problem-solving creates a profound impact for our learners, our partners, and the world.

WE ARE AN AGILE, ADAPTABLE, AND ASPIRATIONAL ORGANIZATION. We evolve through inquiry, dialogue, and action. We meet the emergent challenges of a complex and rapidly changing world with agility, an open mindset, and eagerness to continuously improve.

WE ARE COMMITTED TO SUSTAINABILITY AND BUILDING A BETTER FUTURE. As global citizens, we believe in leaving the world a better place than we found it.

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OUR GRADUATES At CU Denver, we are building a diverse, job-ready talent pipeline that meets employer demand. We are producing graduates who have the knowledge and skills required to enter the workforce now and the durable soft skills that are necessary to evolve over time as society and the job market change. CU Denver-educated graduates will be:

READY TO WORK, ADAPT, AND MAKE AN IMPACT Our graduates are inquisitive problem-solvers equipped to be entrepreneurial, creative, and forward-thinking.

Our graduates are confident, well-prepared collaborators with ideas and perspectives that will enrich any project and enterprise.

EMPOWERED BY LIVED EXPERIENCES

ENTREPRENEURIAL RESILIENT INCLUSIVE

Our graduates are doers in the grandest sense of the word—they learn by doing, seek out new experiences, and embrace every opportunity to do more and do better.

Our graduates are resilient—fueled by diversity, lived experience, adaptability, and grit, they break down barriers to achieve their goals.

LIFELONG LEARNERS

PREPARED TO BE INCLUSIVE LEADERS Our graduates are empathetic, inspired to act, and poised to spark transformative change in their communities and careers.

Our graduates are astute leaders who recognize and maximize the potential in others.

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OUR PURPOSE

GOALS FOR 2030

MAKE A CU DENVER

EDUCATION WORK FOR ALL TRANSFORM LIVES

E X PA N D E C O N O M I E S

UPLIFT COMMUNITIES

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Over six months, our community collaboratively generated thousands of ideas to develop a radically new plan for CU Denver. Our plan is designed not only to reset the playing field, but to change the game, increase access to an excellent education, and tackle some of the grandest challenges facing our society, all in service of the idea that CU Denver should work for all.

B E C O M E T H E N AT IO N ’ S F IR S T E Q U IT Y- S E R V IN G IN S T IT U T IO N

B E C O M E K N O W N A S T H E U N IV E R S IT Y F O R L IF E

B E IN T E R N AT IO N A L LY K N O WN F O R O U R R E S E A R C H A N D C R E AT IV E WO R K

S E R V E A S T H E A N C H O R IN S T IT U T IO N F O R A N O P E N IN N O VAT IO N D IS T R IC T IN D O WN T O W N D E N V E R

B E K N O W N A S A P E O P L E - C E N T E R E D B E S T P L A C E T O WO R K

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GOAL 1 |

EQUITY

CU DENVER WILL BE THE FIRST EQUITY-SERVING INSTITUTION IN THE NATION.

THE WORK WE’LL DO: • Intentionally and courageously build a culture of shared responsibility for advancing equity, diversity, and inclusion so that students, faculty, and staff thrive.

• Acknowledge the history of our location and honor the positive contributions of the people who came before us.

Once an exclusive club, higher education has made strides to increase access and equal opportunity. However, merely opening the door is not sufficient to reach equity or ensure success for all. We propose and will pursue a new way to advance equity for all by creating an inclusive and just environment for our campus and broader community.

At CU Denver, our diversity is highly prized by students, faculty, and staff alike. It is a source of pride based in our shared belief that diverse experiences and viewpoints enrich the learning and professional environment for all of us. But it is not enough to simply be diverse.

We aim to put our diversity in action by becoming an equity-serving institution—one that provides a racially and culturally enhancing educational and work environment and a sense of belonging for all.

We will sustain a culture of belonging for all and provide the necessary resources and supports to help everyone succeed. We will accomplish this goal through engaging our entire community to share responsibility for creating and sustaining a just, safe, and inclusive campus; improving our systems to actively support minoritized people and historically marginalized identities in order to reduce bias and create and sustain equity; and redefining success through a lens of justice, equity, diversity, and inclusion to unlock the potential for everyone to succeed.

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• Leverage our role as a Hispanic- and Asian American Native American and Pacific Islander- Serving Institution to secure resources that build institutional capacity for learner success, research, and scholarship.

• Develop and continuously improve our systems, placing a focus on building authentic relationships, community, and compassionate support.

WE’RE THERE WHEN: Success outcome gaps across all demographics are reduced to zero, making education work for all. Faculty and staff of every background and identity find purpose and belonging and opportunities to advance here. Other universities and employers seeking diverse talent look to CU Denver as a model of inclusivity.

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GOAL 2 |

LEARNING

CU DENVER WILL BECOME KNOWN AS THE “UNIVERSITY FOR LIFE,” PROVIDING ACCESS TO EDUCATIONAL EXCELLENCE OVER A LIFETIME.

The shelf life of new knowledge is getting shorter, people are living longer, and expanded populations of learners are seeking a college education and development that requires new ways to access affordable learning across their lives and careers. Our new model for academic and learner success adapts to these changes to catalyze social mobility and provide a diverse workforce for the future.

We will provide access to high-quality, relevant education at every stage of life and career—from 17 to 117. As a research university in the heart of a great city with abundant occasions for real-life learning and working, we will guarantee experiential learning opportunities for every student. With nationally ranked programs and a commitment to providing more affordable pathways to degrees and credentials, we will build critical thinking skills and further position learners for success of their design. Acknowledging that today’s learners need education to work in the practical reality of their lives, we will provide flexible and stackable undergraduate, graduate, and certificate programs accessible to them whenever and wherever they seek it over their lifetimes. Recognizing the diverse goals and dreams each learner holds, we will not just grant degrees—we will meet learners where they are and treat each learner as a whole person to collaboratively design lives of personal, professional, and social meaning.

THE WORK WE’LL DO: Deliver relevant education flexibly.

• Guarantee all CU Denver learners real-life experiential learning opportunities, including internships, research and service projects, and study abroad.

• Provide relevant courses and a culturally responsive core curriculum that meets the needs of the learner, employers, and society.

• Deliver education flexibly and equitably, bringing together innovative approaches to stackability, technology, inclusive pedagogy, and modality as hallmarks of a CU Denver education.

• Welcome learners with prior learning credits and experiences and make transfer seamless from the perspective of the student, providing more relevant and affordable pathways to degrees and careers.

Provide reimagined learner support.

• Create a life-design framework that transforms the model of “student support” to learner support to meet learners where they are and shape learning paths that work for their lives and their goals.

• Guarantee our learners access to excellent teachers, mentors, and coaches, assisting as they explore possibilities for their futures and expanding their social and professional networks to reach their evolving aspirations.

Leverage and maximize partnerships.

• Invest in lifelong relationships and partnerships with our alumni, expanding our support of and commitment to one another.

• Expand and diversify healthcare educational pathways to maximize the mutual academic benefits of our partnership with CU Anschutz.

• Leverage our co-location on the Auraria Higher Education Campus with two other Hispanic-Serving Institutions to create stronger partnerships, more vibrant programming, and smoother pathways across the three institutions.

WE’RE THERE WHEN: Our graduates are continually integrated into CU Denver and are clearly succeeding in ways that work for all. They are graduating at high rates and, having designed careers of their choosing, working in high-impact jobs that provide prosperity and fulfillment.

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GOAL 3 |

RESEARCH

CU DENVER WILL BE INTERNATIONALLY KNOWN FOR ITS RESEARCH AND CREATIVE WORK IMPACTING FIVE OF SOCIETY’S GRAND CHALLENGES. The complexities of today’s global challenges require approaches that address them head-on with fresh thinking and dynamic, diverse teams.

We will elevate our research operations to solve problems that matter.

With a true collaborative ethos, CU Denver will build a research enterprise of interdisciplinary teams specially designed to solve some of the biggest societal challenges of our time. We will bring together a diversity of researchers, artists, and designers to knock down disciplinary boundaries to create innovative and impactful outcomes for our city, region, and world. Our research enterprise will be internationally respected, well-funded externally, and well-supported internally through state-of-the-art physical, digital, and administrative infrastructure.

THE WORK WE’LL DO: • Launch a campus- and communitywide process to identify challenges we plan to address, taking into account societal need, our strengths, and our expertise.

• Build the ecosystem—human, physical, digital, and financial— needed to facilitate and grow a contemporary interdisciplinary research and creative work enterprise that focuses and amplifies our impact.

• Create new, agile organizational structures that facilitate high-performance, interdisciplinary teams and uniquely integrate arts, humanities, and creative activities as part of our research approach.

• Elevate and incentivize research, align support of graduate students with our research agenda, and create conditions for all our scholars to do their best work and reach their full potential.

• Partner with CU Anschutz to advance data analytics and science across our research and education.

WE’RE THERE WHEN: International research communities recognize CU Denver’s new research model that works for all by addressing society’s grand challenges in highly effective and collaborative ways.

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GOAL 4 |

INNOVATION

OWNING OUR ROLE AS AN ANCHOR INSTITUTION, CU DENVER WILL BUILD AND SUSTAIN AN “OPEN INNOVATION DISTRICT” IN DOWNTOWN DENVER. In research labs and tech centers around the world, innovation has typically happened behind closed doors and in proprietary secrecy that in many ways has actually stifled innovation. We see a refreshingly different and more inclusive way to leverage our spending power and proximity to the thriving innovation and entrepreneurship ecosystem in Denver to fuel inclusive innovation, collaboration, sustainability, and economic growth for Denver and Colorado, because we know that diverse perspectives lead to more outsidethe-box solutions.

Uniquely positioned within a magnificent landscape and a vital downtown, the city and environs are our campus, as well as our canvas. Our open innovation district will be a vibrant, open-access hub of intellectual and creative vigor with CU Denver at the center. In the heart of our emerging global city, we will leverage our place and partnership philosophy to foster new forms of social entrepreneurship, economic development, public-private partnerships, and transformative education. We will expand the boundaries of our campus to be the convener of the brightest and most diverse inventors, thinkers, and entrepreneurs to collectively shape the future of our region and beyond through the most impactful connections in academic and civic life. We will advance mutually beneficial pursuits and maximize the collective strength of CU Denver and our greater community.

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THE WORK WE’LL DO: • Distinguish CU Denver and strengthen our identity in downtown Denver, in part through sustainable urban design and placemaking.

• Employ new, effective partnership strategies and creatively leverage our location to build sustainable physical spaces that foster open innovation.

• Strengthen our ties in the community by inviting a range of contributors to advance collective goals.

• Transform the standard public-private partnerships (P3) model for collaboration by introducing a fourth P, People, to include our neighbors and diversify innovation communities.

• Embody a culture of open innovation across the university, encouraging collaboration, invention, creativity, and growth in all that we do.

WE’RE THERE WHEN: We are known for our inclusive innovation model that works for all and as a convener that creates conversations and connections with national experts and global thought leaders about emerging trends in society. Our location is seen as the place for innovation, and we are an indispensable resource in Denver, Colorado, and the region—the most sought-after education and research partner and an essential provider of workforce talent.

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GOAL 5 |

PEOPLE

CU DENVER WILL BE RECOGNIZED AS A PEOPLE-CENTERED “BEST PLACE TO WORK,” ATTRACTING AND RETAINING EXCEPTIONAL PEOPLE WHO REFLECT THE RICH DIVERSITY OF OUR COMMUNITY AND ARE PASSIONATE ABOUT OUR PURPOSE.

High-performing organizations value employees as people, create cultures of empowerment and belonging, and provide clear opportunities for career success. This is the workplace we aspire to create.

We will put our people at the center of everything we do and fully unleash the entrepreneurial spirit that has defined CU Denver for its first five decades.

Through this, we will make our university one of the best and most desirable places to work in the region and nation, drawing exceptional, purpose-driven talent reflective of the rich diversity of our community. We will empower and routinely recognize our faculty and staff, who are our greatest asset and play a critical role in delivering on our purpose, whether that is educating in front of the classroom or contributing behind the scenes. We will create an environment where new and cross-pollinating ideas flourish, where collaborative spaces for ideation and collaboration are plentiful, and where our employees belong and look forward to coming to campus every day to make an impact. We will make intentional investments that support our employees, their work, wellness, and life. We will put equitable structures, policies, and pathways in place to help our people reach their full potential. In doing so, our university will reach its own full potential and help advance the people and place it serves.

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THE WORK WE’LL DO: • Create an organizationwide culture change program to ensure we honor the humanity, talent, and hard work of our people—making work meaningful, impactful, and fun.

• Develop an inclusive excellence framework where employees at all levels experience a sense of belonging and reflect the diversity in all its forms of our community of learners.

• Empower personal and professional growth by building opportunities for leadership development, setting clear pathways for advancement, and encouraging employees to fully embrace the rich learning, cultural, and natural environment of our campus and city.

• Set and reinforce expectations that our leaders provide transparency and context, recognizing that each of us shares responsibility for CU Denver’s future and we are on the same team.

• Simplify processes, clarify structures, and create spaces that enable risk-taking and spark creative thinking so that we can work smarter, enabling greater collaboration across units.

WE’RE THERE WHEN: As an officially recognized best place to work and one of the most coveted employers in Denver, employee engagement increases dramatically and diverse talent from across the nation is attracted to CU Denver.

Our faculty and staff, who are our greatest asset and brand ambassadors, are energized by a workplace where they feel valued and supported in their personal and professional growth as they move the university forward in making education work for all.

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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. a. 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. b. 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. c. We will invest in developing and building our philanthropic operation to pursue greater support from donors. d. 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. e. 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.”

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We will refresh the CU Denver brand and tell our story here at home and beyond.

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STRATEGIC PLANNING STEERING COMMITTEE HOW WE GOT HERE We developed this plan together. 3,000 of us—including students, faculty, staff, alumni, and community members—generated 7,000 ideas over six months.

Just like the university we are working to reimagine, our work was human-centered, inclusive, and innovative by design. We employed technology and design thinking to understand—through an entirely virtual process during a pandemic—what our community appreciated most about CU Denver, what our community needed most from CU Denver, and where great opportunity lies ahead for CU Denver.

We started in January 2021 with foundational work to refresh our purpose, vision, values, and graduate characteristics. With these statements serving as a “North Star,” 130 members of our community, including students, faculty, staff, alumni, and community members, deployed across eight teams to develop goals and strategies that could strengthen and differentiate CU Denver by 2030. Each team generated a report, all of which were then synthesized into a cohesive strategic plan to make education work for all. Prior to finalizing our plan, early drafts were shared with hundreds of people in our community for feedback and continued refinement.

A special thanks to the entire CU Denver community for painting a picture for our future.

3,000+ 7,000+

TOTAL PARTICIPANTS

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IDEAS GENERATED OVER 6 MONTHS

Martin Dunn, PhD, College of Engineering, Design and Computing, Chair Antwan Jefferson, PhD, School of Education & Human Development John Ronquillo, PhD, School of Public Affairs Jaimie Carrington, College of Liberal Arts and Sciences Barbara Seidl, PhD, School of Education & Human Development Rebecca Kantor, EdD, School of Education & Human Development (in memoriam) Michael “Bodhi” Rogers, PhD, College of Liberal Arts and Sciences Keith Neeves, PhD, College of Engineering, Design and Computing Marc Swackhamer, College of Architecture and Planning Joann Brennan, MFA, EdD, College of Arts & Media Michelle Larson-Krieg, JD, Office of International Affairs Mark Rabideau, DMA, College of Arts & Media Madhavan Parthasarathy, PhD, Business School Chris Puckett, JD, Office of University Counsel Lisa VanRaemdonck, School of Public Affairs Nan Ellin, PhD, College of Architecture and Planning Tobin Bliss, Administration and Finance Laura Borgelt, PharmD, CU Anschutz Genia Herndon, Division of Student Success Fabián Laguna, Student Government Association Representative Sarah Trzeciak, LynxConnect, Staff Council Representative Michael Zinser, PhD, College of Liberal Arts and Sciences, Faculty Assembly Representative

VISION TEAM MEMBERS EMPOWERED BY OUR INCLUSIVE EXCELLENCE Antwan Jefferson, PhD, School of Education & Human Development, Co-chair John Ronquillo, PhD, School of Public Affairs, Co-chair Cathy Bodine, PhD, College of Engineering, Design and Computing Patrick Browne, Division of Student Success (in memoriam) Anna Ramirez Crawford, Office of Advancement Christopher Hilton, College of Liberal Arts and Sciences Tania Hogan, School of Education & Human Development Boram Jeong, PhD, College of Liberal Arts and Sciences Laurence Kaptain, DMA, College of Arts & Media Sarah Kovoor-Misra, PhD, Business School Karey Krohnfeldt, JD, Office of Equity Florie Montoya, Human Resources Charles Musiba, PhD, College of Liberal Arts and Sciences Stephanie Puello, Graduate School James Speed, Office of the Provost Anthony Starke, PhD, School of Public Affairs

LEAD IN STUDENT SUCCESS

BETTER THE WORLD THROUGH RESEARCH AND CREATIVE WORK

Jaimie Carrington, College of Liberal Arts and Sciences, Co-chair Barbara Seidl, PhD, School of Education & Human Development, Co-chair Anthony Fontana, Division of Student Success Erika Larson, Division of Student Success Gabriel Castaño, Enrollment Management Alana Jones, Division of Student Success and Office of International Affairs James Speed, Office of the Provost Kelly Hupfeld, JD, School of Public Affairs Loryann Varela, Division of Student Success Sonia Valencia, Division of Student Success David Tracer, PhD, College of Liberal Arts and Sciences Crystal Gasel, EdD, Office of Information Technology Daniel Casillas, Student Government Association Margaret Wood, PhD, Division of Student Success Emily Moroney, Division of Student Success

Keith Neeves, PhD, College of Engineering, Design and Computing, Co-chair Marc Swackhamer, College of Architecture and Planning, Co-chair Bob Damrauer, PhD, Office for Research Services and College of Liberal Arts and Sciences Amy Gannon, Administration and Finance Storm Gloor, College of Arts & Media Erin Golden, PhD, Division of Student Success Todd Haggerty, Administration and Finance Christopher Hilton, College of Liberal Arts and Sciences Diane Ladell, CU Anschutz Elizabeth Lee, College of Liberal Arts and Sciences Stephanie Puello, Graduate School Samantha Sands, College of Liberal Arts and Sciences Stephanie Santorico, PhD, College of Liberal Arts and Sciences Diana Schaack, PhD, School of Education & Human Development Kelly See, PhD, Business School Kent Seidel, PhD, School of Education & Human Development Annicia Streete, College of Architecture and Planning John Swallow, PhD, College of Liberal Arts and Sciences Tarik Walker, MD, School of Medicine, CU Anschutz Chris Yakacki, PhD, College of Engineering, Design and Computing

EDUCATE FOR THE FUTURE Rebecca Kantor, EdD, School of Education & Human Development (in memoriam) Michael “Bodhi” Rogers, PhD, College of Liberal Arts and Sciences Richard Allen, PhD, College of Liberal Arts and Sciences Jorge Chavez, PhD, School of Education & Human Development Catherine Ebert-Gray, Office of International Affairs Matthew Gines, College of Architecture and Planning Mark Golkowski, PhD, College of Engineering, Design and Computing Lindsey Hamilton, PhD, Center for Excellence in Teaching and Learning and College of Liberal Arts and Sciences Nicole Harper, School of Public Affairs Nimol Hen, Division of Student Success Marlinda Hines, School of Education & Human Development Cinthya Ippoliti, Auraria Library Lexie King, Center for Faculty Development & Advancement Sean McGowan, DMA, College of Arts & Media Sean Michael Morris, School of Education & Human Development Antoinette Sandoval, School of Public Affairs Inge Wefes, PhD, Graduate School

PUT OUR PEOPLE AT THE CENTER Joann Brennan, MFA, College of Arts & Media and Faculty Affairs, Co-chair Michelle Larson-Krieg, JD, Office of International Affairs, Co-chair Scott Bauer, PhD, School of Education & Human Development Laurie Barnes, Human Resources Sarah Buller, Administration and Finance David Daley, South Metro Fire Rescue, Alumnus Leo Darnell, College of Architecture and Planning Mary Dodge, PhD, Auraria Library Sharon Grant, Office of Information Technology Christy Heaton, PhD, Division of Student Success Justin Jaramillo, Division of Student Success Jesse Kuroiwa, MFA, College of Architecture and Planning Kristen Kushmider, PhD, Division of Student Success Jered Minter, Office of Institutional Planning Ariadna Ochoa Magallanes, Division of Student Success Elizabeth Pugliano, PhD, College of Arts & Media Tina Schlichte, Office of Advancement Karen Sobel, EdD, Center for Faculty Development and Advancement Yang Wang, PhD, College of Arts & Media

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ART OF INNOVATION AND MISSION-DRIVEN ENTREPRENEURSHIP

COMCAST MEDIA TECHNOLOGY CENTER/INWORKS FACILITATION TEAM

Mark Rabideau, DMA, College of Arts & Media, Co-chair Madhavan Parthasarathy, PhD, Business School, Co-chair Shannon Hagerman, PhD, School of Education & Human Development Andy Liakos, Division of Student Success Robin Shandas, PhD, College of Engineering, Design and Computing Danielle Varda, PhD, School of Public Affairs Sarah Engel, Business School Michelle Carpenter, MFA, College of Arts & Media Brad Hinson, PhD, School of Education & Human Development Shira Moffatt, Office of Advancement Julee Herdt, College of Architecture and Planning David Lowry, Office of Information Technology Shelby Welbaum, Business School Charles Musiba, PhD, College of Liberal Arts and Sciences

SP Leadership Team Kristin Wood, PhD, College of Engineering, Design and Computing Lauren Hebert, Inworks Innovation Initiative Dan Griner, Inworks Innovation Initiative Kathrine Goodman, Inworks Innovation Initiative.

Monika Wittig, Inworks Innovation Initiative.

Dan Jensen, PhD, College of Engineering, Design and Computing Arianne Collopy, PhD, College of Engineering, Design, and Computing Brandon Vargas, Comcast Media and Technology Center Alejandro De Jesus, Comcast Media and Technology Center Kelsie Faulds, Inworks Innovation Initiative

TRANSFORM THROUGH PARTNERSHIPS Lisa VanRaemdonck, School of Public Affairs, Co-chair Chris Puckett, JD, Office of General Counsel, Co-chair Gregory Gibson, Facilities Management Zack Strober, University Events Keith Teeter, Auraria Library Marci Grant, Office of Advancement Jessi Zemetra, CityCenter Julie O’Brian, PhD, School of Education & Human Development Rebecca Martinez, Division of Student Success Cecilia Wu, PhD, College of Arts & Media Sarah Kelsey, Business School Kristin Kang Salsbury, College of Liberal Arts and Sciences Clay Harmon, EdD, Office of International Affairs Laura Hager, Undergraduate Admissions Rachel Brown, College of Architecture and Planning Taylor Broderick, University Communications LEVERAGE OUR PLACE Tobin Bliss, Administration and Finance, Co-chair Nan Ellin, PhD, College of Architecture and Planning, Co-chair Kelly Mason, University Events Meg Touborg, Office of Advancement Will Swann, PhD, School of Public Affairs Esther Sullivan, PhD, College of Liberal Arts and Sciences Ken Schroeppel, College of Architecture and Planning Cary Weatherford, Office of Institutional Planning Alice Crogan, College of Arts & Media Lori Pace, Changing Paces Eugene Howard, City and County of Denver Joey Carasquillo, Anderson Mason Dale Architects 28

SP Researcher Assistants/Co-facilitators Afu Xing Vue, College of Engineering, Design and Computing Andrew Walla, CU Denver Inworks Community Collaborator Bryan Jaimie Barbosa, CU Denver Student Assistant Chilli Kellaway, College of Arts & Media Gus Williams, College of Arts & Media Ishea Lee, College of Arts & Media JT Wright, College of Engineering, Design and Computing Kit Hardin, College of Arts & Media Ryan Breuer, College of Arts & Media Ryan Buxton, College of Engineering, Design and Computing Saeed Amirchaghmaghi, College of Architecture and Planning Sarah Buller, Office of Strategic Impact Stephanie Chesler, College of Arts & Media Tammy Dinh, College of Arts & Media Keeley Elliot, College of Engineering, Design and Computing PROJECT TEAM Anne Button, Office of the Chancellor Taylor Broderick, University Communications Mark Karger, Office of Information Technology Mitch Morecraft, Office of the Chancellor Laura Rodgers, University Communications Jennifer Sobanet, Administration and Strategy Marie Williams, University Communications

UCDENVER.EDU/2030

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