Leaning into the Future · 2021. 1. 8. · Leaning into the Future 2021 – 2026 Strategic Process Plan Aligning and Elevating Campuses Board of Regents Winter Retreat The Reactivation

Leaning into the Future2021 – 2026 Strategic Process PlanAligning and Elevating Campuses

Board of Regents Winter RetreatThe Reactivation of the Strategic Planning Process

January 7, 2021

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Power of Systemwide Strategic Plan• Sustains focus on a limited number aspirational goals for mutually agreed-to top priorities vital to achieving mission

• Executed through campus specific strategic plan

Leaning Into the Future Strategic Plan• Pillar 1: Affordability & Student Success

• Graduation Rate & Retention: overall and URM• Wellness & Mental Health: mental health training; wellness culture survey• Innovation in Learning & Teaching

• Pillar 2: Discovery & Impact• Research expenditures• Healthcare: number of Coloradans reached

• Pillar 3: Diversity, Inclusion, Equity & Access• Diversity, Inclusion, Equity & Access: diversity of faculty, staff, students; belonging

survey• Pillar 4: Fiscal Strength

• Collaboration and Partnerships: fundraising; complementary income / employee• Deferred Maintenance and Sustainability: Facility Condition, energy use intensity,

greenhouse gas• Tech Enablement and Infrastructure

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• Executed through campus specific strategic plan• Responds to macro trends

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Macro Trends• Becoming majority minority state and nation







greenhouse gas• Tech Enablement and Infrastructure

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Macro Trends• Becoming majority minority state and nation• Digital Disruption

• Delinking from place and time

Salt Lake City

New Delhi

Not Recommended

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Macro Trends• Becoming majority minority state and nation• Digital Disruption

• Delinking from place and time• Disaggregating offerings

Vinyl Spotify







greenhouse gas emissions• Tech Enablement and Infrastructure

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Macro Trends• Becoming majority minority state and nation• Digital Disruption• Heightened focus on wellness and mental health







greenhouse gas emissions• Tech Enablement and Infrastructure

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• Executed through campus specific strategic plan• Responds to macro trends• Leverages power of we – where together we achieve more

82 Collaborative Submissions

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• Executed through campus specific strategic plan• Responds to macro trends• Leverages power of we – where together we achieve more• Targets limited resource – encouraging bottom-up innovation

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• Executed through campus specific strategic plan• Responds to macro trends• Leverages power of we – where together we achieve more• Targets limited resource – encouraging bottom-up innovation • Highlight CU’s leadership in innovation / entrepreneurship

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CU – the Innovation / Entrepreneurial U

EPCOT

• Top 10 Public Research U• Top 10 Children’s Hospital• Top 20 Patents Globally• CU Boulder #9 Public U –Startups, system w/b higher• CU Boulder #59 US News Global U, system w/b higher• Transformation & Innovation Initiative • Entrepreneurship efforts on each campus

https://www.cu.edu/strategic-planning/process

Deferred Maintenance: Magnitude of BacklogTotal CU Backlog = $1.5 Billion

Boulder $1,338,142,982

General Fund $878,050,000

Non-General Fund $460,092,982

Denver $41,710,842



UCCS $79,196,782



Anschutz $48,791,183



Total $1,507,841,789

General Fund $1,019,083,848

Non-General Fund $488,757,941Note: Campus deferred maintenance backlog numbers reflect the cost to get the Facilities Condition Index (FCI) to 85%.

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Deferred Maintenance: Reducing the Backlog

Options to reduce backlog:• Increase annual amount spent on self-funded deferred maintenance• Consider Public Private Partnerships (P3)

• New projects are required to study whether to pursue a P3 as part of a project’s program plan

• Monetize existing assets• Identify opportunities to reduce energy consumption, resulting in cost savings to

be reinvested in deferred maintenance• Issue debt

• Redirect self-funded deferred maintenance dollars to debt service instead of a pay-as-you-go approach

5-Year History of Deferred Maintenance and Renovation FundingCU Funding State Funding Total

CU Boulder $387.2 million $23.9 million $411.2 millionCU Denver $69.8 million $0 $69.8 million

UCCS $34.7 million $13.0 million $47.7 millionCU Anschutz $105.0 million $1.4 million $106.4 million

Progress Overview• Deliverable 1: Working groups were tasked with identifying leading best practices for their

respective focus areas and potential barriers. (Completed)

• Deliverable 2: Working groups were tasked with identifying and recommending metrics for the strategic steering committee (President, Chancellors and Strategic Planning Co-Chairs) to review and deliberate. (Completed)• From the steering committee deliberation the following criteria were noted: o Not all working groups will have only numeric metrics o Campus level working groups will have common metrics with differing goals and action

steps to address each campus uniqueness o CU’s strategic plan aims to have 10 – 13 metrics

• Deliverable 3: Working groups are working towards a waterfall deadline of January 22 and February 19 2021 for the submittal of recommended goals and three – five proposed prioritized action steps which would also include: perceived magnitude of impact; estimated timeline of impact and perceived costs and resource needs

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Next Steps & Finalizing Strategic Plan• Reactivate Working Groups: January 2021

– Goals

• Submittal of Deliverable 3: February 19, 2021– Action Steps

• Prioritize Action Steps: April 2021

• Regent Review / Approval: July 12 – 14, 2021

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Future Board of Regents Proposed Engagement

• February 11 – 12, 2021 Topic: COVID-19 Impact on Workforce

• April 08 – 09, 2021 Topic: Business Workforce Panel – COVID-19 Impact

• June 20 – 21, 2021 Topic: TBD

• July 12 – 14, 2021 Topic: Regent Review / Approval of Strategic Plan

Leaning Into the FutureThank You!

Slide Number 1Power of Systemwide Strategic PlanLeaning Into the Future Strategic PlanLeaning Into the Future Strategic PlanPower of Systemwide Strategic PlanMacro TrendsLeaning Into the Future Strategic PlanMacro TrendsSlide Number 9Slide Number 10Macro TrendsSlide Number 12Leaning Into the Future Strategic PlanMacro TrendsLeaning Into the Future Strategic PlanPower of Systemwide Strategic PlanSlide Number 17Slide Number 18Slide Number 19Power of Systemwide Strategic PlanSlide Number 21Power of Systemwide Strategic PlanCU – the Innovation / Entrepreneurial USlide Number 24Deferred Maintenance: Magnitude of Backlog�Total CU Backlog = $1.5 BillionDeferred Maintenance: Reducing the BacklogProgress OverviewNext Steps & Finalizing Strategic PlanFuture Board of Regents Proposed EngagementSlide Number 30

Leaning into the Future · 2021. 1. 8. · Leaning into the Future 2021 – 2026 Strategic Process Plan Aligning and Elevating Campuses Board of Regents Winter Retreat The Reactivation

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