Strategic Plan - University of Colorado Denver

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STRATEGIC PRIORITIES: UNIVERSITY STRATEGIC PRIORITY 5 Objective 5.1.2 Improve student retention and graduation rates (e.g., through enhancing financial aid, academic and student support services, etc.) Objective 5.1.3 Ensure that UC Denver offers a nurturing environment and a culture of inclusion and respect for diversity for students from diverse backgrounds Objective 5.1.4 Develop innovative ways to recruit and retain underrepresented and international students in graduate and professional programs Objective 5.1.5 Develop longitudinal systems that track elementary, middle school, high school, and college participants in pipeline programs, including those within the university 30 Ben Medrano, Biology/Pre-med Student, College of Liberal Arts and Sciences Ben Medrano was a world traveler who doubted college was for him, but a biology class changed his mind. He enrolled in UC Denver “because classes are smaller, the students are more diverse and closer to my age (27).” This first generation Mexican- American was inspired by the knowledge and passion of his professors. That enthusiasm has led Medrano to identify his own dream: to become a doctor. He found prehealth advisors Dr. Charles Ferguson and Dr. Kent Nofzinger invaluable assets in guiding him through the steps that will help him gain acceptance into medical school. A volunteer in the university’s general research clinic, Medrano has also benefitted from a summer pre-health program sponsored by the Office of Diversity, which “solidified my intention for medical school.” He sees the health disparities of underserved communities and looks forward to giving back to the community. Strategic Plan Goal 5.2 Recruit and retain a diverse faculty and staff throughout the university Objective 5.2.1 Increase the number of applications from prospective faculty and staff from diverse and underrepresented areas Objective 5.2.2 Offer training programs and leadership development that support recruitment and retention efforts, unearth unconscious biases within the university’s culture, and foster a nurturing environment for people of diverse backgrounds Objective 5.2.3 Expect and support an institutional climate of inclusiveness, mutual respect, and understanding Goal 5.3 Expand research and community-based programs to reduce health and educational disparities Objective 5.3.1 Strengthen or develop distinctive programs, for example those that improve the health and well-being of American Indian/Alaskan Natives Objective 5.3.2 Strengthen or develop distinctive programs that reduce educational achievement gaps among children Objective 5.3.3 Facilitate effective interactions among units focused on health and educational disparities Objective 5.3.4 Pioneer strategies to eliminate geographic and ethnic health care disparities; improve the prevention, cure, and the amelioration of disease; and develop systems to enhance health and wellness Goal 5.4 Demonstrate and communicate the university’s commitment to diversity Objective 5.4.1 Engage with underserved communities in Colorado and beyond by providing meaningful services and engaging in mutually beneficial sustainable relationships and partnerships Objective 5.4.2 Continuously review and renew curricular content and learning objectives to incorporate diversity components and to promote dialogue, mutual respect, and cultural sensitivity Objective 5.4.3 Develop communication strategies that effectively promote a sense of shared community among diverse internal and external stakeholders Objective 5.4.4 Articulate appropriate benchmarks for success and hold people accountable for their achievement
STRATEGIC PRIORITIES: UNIVERSITY STRATEGIC PRIORITY 6 University Strategic Priority 6 Grow strong, mutually beneficial partnerships that engage our local, national, and global communities This priority recognizes that the university must expand its partnerships and must increase its engagement with the world beyond its campuses. For the University of Colorado Denver, engagement is a promise we make to enter into constructive and enriching relationships for the common good, based on shared values of mutual respect, compassion, and commitment to the betterment of our community. It includes communication, keeping each other current and informed; coordination, where we come together to exchange ideas and strategize to find areas of shared interest; and collaboration, where we intentionally partner to achieve together goals that benefit all parties but most importantly the greater community. Engagement is the application of knowledge in action as well as the production of knowledge from action. Partnerships require mutual benefit, which begins with mutual understanding. Focus groups with external parties during the strategic planning process indicated that the university has much work to do in this area. The university recognizes that there are a number of paths to partnerships and engagement: through developing a “partnership for action” within the university and between the university and the communities it serves; by creating an “open and welcoming environment” to maximize interaction with the public; by building a “dynamic lifelong relationship” with our students and alumni/ae; and by investing “resources for success” that support engagement work, including rewards for faculty, staff, and student service. As our future path emerges, implementing this priority will enable a significant repositioning of the university to fulfill this aspect of our mission. The goals and objectives that follow indicate that the university will assess its current level and quality of partnerships and engagements; will expand partnerships that can benefit learning and discovery while providing additional value to communities; will place a special emphasis on community health care and education; and will seek assistance from its partners in advocating for higher education. Partnerships take time. They must be nurtured and be genuine. Mutually beneficial partnerships will add enormous value to the university and the various communities it serves. Gary Colbert, PhD, Associate Professor, Business School Associate Professor Gary Colbert makes sure his business students get a dose of the real world. And the business world, in turn, benefits from student input. The director of the 11-Month MBA program at the Business School has established corporate executive partnerships that have contributed to such strategic decisions as the merger of Coors and Molson, use of radio frequency ID technology in IBM printing services, and new opportunities for British Telecom services in health care. Colbert’s network of corporate partners is clearly high-powered. He challenges a class of students, who break into small groups to come up with distinct and remarkable ideas, to solve business problems. “These arrangements end up being like an internship on the fly,” he says. “They give students experiences they can leverage for future job opportunities.” Makes perfect business sense. University of Colorado Denver 33 31
Page 1 and 2: Strategic Plan 2008-2020 University
Page 3 and 4: I. INTRODUCTION University of Color
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Strategic Plan - University of Colorado Denver

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