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CU Boulder's Strategic Plan: Student Success, Engagement, and Innovation, Study Guides, Projects, Research of Innovation

CU Boulder's strategic plan, focusing on student engagement, resource management, finance and business strategy, people, operations, experience, brand/reputation, innovation, collaboration, impact, and community. The plan includes goals for hiring and developing talent, creating a culture of engagement, optimizing workforce investments, and enhancing the student experience through improved facilities and services.

Typology: Study Guides, Projects, Research

2021/2022

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EXECUTIVE SUMMARY “WHAT DO WE WANT TO DO? “HOW WE WANT TO DO IT? HOW DO WE MEASURE SUCCESS? TOOL SCOPING APPENDIX
STRATEGIC FACILITIES VISIONING
DEEP DIVE PHASE SUMMARY
STRATEGIC FACILITIES VISIONING
DEEP DIVE PHASE
SUMMARY
University of Colorado Boulder
January 2019
THIS
DOCUMENT IS
INTERACTIVE!
CLICK ON CONTENT WHEN
YOU SEE THIS ICON
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STRATEGIC FACILITIES VISIONING University of Colorado Boulder January 2019 DEEP DIVE PHASESUMMARY DOCUMENT ISINTERACTIVE!^ CLICK ON CONTENT WHENYOU SEE THIS ICON^ THIS

Current State/ Final Scenario &Tool Scoping^ Project Manual Future State

Final Vision & Tool Prototype^ Draft Vision & Tool Dev.

  1. SCENARIO PLANNING^ MOBILIZATION^ 1. DEEP DIVE^ • •••••••••••^ Scope & GoalsEngagement PlanCommunications PlanProject Kick-offEngagement ReportsBenchmarks, Data SynthesisSWOT/ Gap AnalysisStrategic ChallengesMeasures of SuccessChange ScenariosIdentify OpportunitiesInitial O&M, CapEx, & OpEx
    1. OPERATIONS PLAN^ 3. VISION STRATEGY^ • •••••••^ Digital Tool DevelopmentResource & InfrastructureRequirementsSpace & Operational StandardsRisk & Delivery AnalysisInitiative Prioritization & PhasingOrganizational StrategyOpportunity for Operation ChangeResource Allocations

TABLE OF CONTENTS 0304091824 ABOUT STRATEGIC FACILITIES VISIONINGEXECUTIVE SUMMARYWHAT DO WE WANT TO DO & WHY?HOW DO WE WANT TO DO IT?HOW DO WE MEASURE SUCCESS? 384345596465 TOOL SCOPINGAPPENDIXFOCUS AREA DETAILSSUMMARY OF 30-YEAR TRANSFORMATION MATRICESSUMMARY OF PLANNING READINESS SURVEYSURVEY DASHBOARDS & 30-YEAR TRANSFORMATIONMATRICES BY DEPARTMENT

EXECUTIVE SUMMARY The SFV methodology is founded on the alignment of the university’s strategicgoals for growth and change with the appropriate facilities and infrastructure. As the first of four SFV phases, Deep Dive creates the context for the SFV approach.Understanding that Academic Futures, Foundations of Excellence and IDEA Planare developing the university’s plans in strategic areas, continual coordination with these campus initiatives is essential in order to connect their development withfacility and infrastructure outcomes. As an organizing framework, Deep Dive is structured around three investigativequestions that enable simultaneous understanding of the university’s futureplans and their implications on space:•• What does the university want to accomplish?How does the university want to accomplish it? Deep Dive is rooted in understanding the strategic plans and goals at the unit level.By mapping the goals and insights of over 26 academic, student life, research andadministrative units, common topics and focus areas emerged. These key focusareas, and their supporting detail, now carry forward and form the basis for future investigation. ^ How will we measure success?^ The Chancellor’s Strategic Imperatives provide the starting point for the Deep Dive process. Eight themes(People, Operations, Experience, Brand/Reputation, Innovation, Collaboration, Impact and Community),each of which is linked to one of the three Strategic Imperatives, provide the structure for organizingstakeholder feedback and unit strategic plans. In over 90 Deep Dive sessions, each conversation wasmapped to these eight themes, and 29 topics emerged across stakeholder groups. Highlights from this^ synthesis include:The 29 topics compressed into 12 Key focus areas that each represent a distinct facilities transformationfor all units, and formed the basis for conversations around implications on space and metrics for success.The culmination of Deep Dive is the arrangement of six Scenario Planning teams (Future Demographics,Federated Flexibility, Resilient Asset Management, Portfolio of Pedagogy, Research & InnovationEcosystem, Integrative Facilities), each with clear and robust mission statements and founded from thecollective insight of over 130 individuals representing 26 different departments (see figure on page 6).In tandem with this process, groundwork has been laid for a digital planning tool which will help informstrategic capital investments over the coming decades. As the SFV process moves forward, outcomesfrom Scenario Planning Teams will inform performance metrics built into the tool's infrastructure investment analysis.^ •^ •^ •^ Anticipated student demographic changes are a driving factor in future strategies^ to create a positive, student-centered experience for a diverse populationMost units desire greater collaboration, improved sharing of facilities and resources,^ and resource optimization to enable them to better reach their goalsAlthough Deep Dive work sessions were conducted at the unit level, there is a significant^ emphasis for facilities transformation at the university scale, reinforcing a university-first^ mindset for how space is provided, managed and operated

DEEP DIVE APPROACH PROCESS DEEP DIVETo gather a comprehensive view of CU Boulder's plans forthe future and the collective implications on space, eachdepartment received an online survey that inquired about futuregoals, moonshots, and the relation of each to the Chancellor’sStrategic Imperatives. We combined this with an analysis of eachdepartment’s strategic plan, and facilitated a focused workshopdiscussion with individual stakeholder groups. Informationgathered was mapped back to the Chancellor’s StrategicImperatives, providing structured, university-wide insight andexposing trends that inform the quality, delivery, operations andWHAT DO WE WANT TO DO & WHY? WHAT DEEP DIVEHOW DO WE WANT TO DO IT? HOW DEEP DIVEHOW DO WE MEASURE SUCCESS? SUCCESS INSIGHTSTRUCTURE ACTIVITIES management of space and facilities across the university. 3 Chancellor’s Strategic Imperatives >8 Strategic Facilities Visioning ThemesStrategic Plan AnalysisPlanning Readiness SurveyVision Mapping Workshop^ We began the second session reviewing what we heard^ from our stakeholders, common themes and the space implicationsof their feedback. In this session, we brought each stakeholder groupthrough exercises that prioritized their top goals and transposed themonto a matrixed scale of impact and implementation timeframe. Thisexercise enabled us to map the scale of desired strategic facilities^ transformation and timeframe not only at the individual department^ level, but also by academic, administrative and auxiliary stakeholders,and by the university as a whole. 29 TopicsTheme Validation & Exploration30-Year Transformation Matrix After distilling the insight gleaned from the prior two workshopsinto distinct and fundamental goals shared across university units,we painted a picture of what CU Boulder might look like aftereach goal is realized. This methodology asked stakeholders toenvision the linkages between the ways in which they will achievetheir goals, their functional needs and the space types necessaryto achieve their goals. The exercise culminated in visionariesdiscussing what success looks like in the future, indicating theirpreferred markers of success for the future facilities vision,forming the basis of KPI development. 12 Key Focus Areas"Imagine a Future Where..." WorkshopSpace ImplicationsMeasures of Success

WHO WE’VE MET WITH Stakeholder groups include each school and college, administrative units, student affairs,athletics, and research institutes. Unit leaders nominated 5-6 visionaries, who bring a future-focused, diverse and passionate perspective, creating a holistic, university-first view of campus needs and strategy. Each group went through all Deep Dive activitiesspanning two to three workshops. DEEP DIVE ENGAGEMENT CADENCE WHO WAS INVOLVED Visionaries validated and mapped goals, and provided insight on themes and trends across theuniversity.^ DEEP DIVE^ WHAT^ Stakeholder groups recommendedtop goals, and relayed them on a scale of impact andimplementation.DEEP DIVE^ HOW^ Visionaries discussedspace implications of their recommendations, and voted fordeterminants that best describe their vision of future success.DEEP DIVE^ SUCCESS INITIATIVES / STRATEGY TEAMS Academic Futures Communications Planning Financial Futures^ CAMPUS UNITS^ Athletics^ College of Arts & SciencesCollege of Engineering^ & Applied ScienceCollege of Media,Communication & Information^ College of Music^ Continuing EducationDivision of Student AffairsEnrollment ManagementEnvironmental Design Finance & Business Strategy^ Graduate School^ Human ResourcesIntegrity, Safety & Compliance^ Leeds School of Business^ Office of AdvancementOffice of Diversity, Equity &Community EngagementOffice of Information^ Technology^ Office of Infrastructure^ & Sustainability Foundations of ExcellenceIDEA Plan Tool Scoping Office of Institutional Equity^ & ComplianceResearch & Innovation OfficeResearch InstitutesSchool of Education^ School of Law^ Strategic Relations^ & CommunicationsUndergraduate Education^ University Counsel^ University Libraries

USING SPACE TOREALIZE THE AMBITIONSOF OUR INITIATIVES Continual coordination with Academic Futures,Foundations of Excellence, IDEA Plan, and other campus and unit initiatives is essential so that all campus facilitiesand infrastructure are aligned with the strategic trajectoriesof CU Boulder. THE CU BOULDER MISSION CU Boulder is a comprehensive graduate research and teaching university that advances the public good. Integrated “house” of mission, strategic vision, AcademicFutures, major initiatives and Financial Futures. *Campus Accreditation, Academic Reorganization, Unified Student Experience, Innovation & Entrepreneurship, Sustainability, Enrollment, Transfer Students, etc.^ Enhancing the first-yearOF EXCELLENCEFOUNDATIONSstudent experience^ LEAD. INNOVATE. IMPACT. • COLORADO CREED • MAKING EXCELLENCE INCLUSIVE^ social and technological challenges of the 21st centuryEXCELLENCE IN Making excellenceDIVERSITY &(IDEA) PLANACADEMICS^ INCLUSION, Aligning our financial resources to our mission^ To be a leader in addressing the humanitarian, inclusive FINANCIAL FUTURES^ ACADEMIC FUTURES^ Embracing the core mission^ VISION^ The future of campus^ STRATEGICVISIONINGFACILITIESfacilities^ COMPLEMENT-& UNIT-BASEDINITIATIVES &ARY CAMPUSPROJECTS*

CAMPUS STRATEGIC PLAN GOALS Deep Dive was initiated by looking at each unit's strategic plan to gain an understanding of important areas for future development. Each department's strategic plan and goals from the online survey were mapped to thea shared vision of the future. Across the board, units are aligned with the Chancellor's Strategic Imperatives.Many of these goals focus on: • • • • Inclusive excellence to educate a diverse population of students across the state and the worldEducating students to be impact leaders and global citizens with a diverse range of skillsGrowing a world-class research enterpriseData to enhance performance and service trajectory eight SFV themes to identify trends around Strategic Plans were gathered in August, 2018. Understanding that this is a momentsince this time, ongoing conversations have continued to provide valuable insights to understand how these visions for the future have evolved. The following pages display each units strategic goals from this snapshot in time, and how they are mapped within the SFV themes. 10 in time and that strategic plans and goals have been developed in several departments^ •^ Increase community and global partnerships

ATHLETICS COLLEGE OF MUSIC^ CAMPUS STRATEGIC PLAN GOALS Significantly improve the overall competitiveness of CU athletics Significantly improve the financial status of CU athleticsSignificantly improve academic & personal development programs in order to achieve world-class status for those programs serving student-athletes Connect student success to professional achievement Realize music’s interdisciplinary potentialExpand national & international leadershipBuild a robust network of partnersCultivate diversity & inclusion COLLEGE OF ARTS & SCIENCES Create a culture that welcomes all, inspires community, develops the individual, & engages the worldTeach to inspire the intellectual dexterity, rigorous exploration, & compassion required to engage with our changing world Prioritize our research enterprise to define the frontiers of knowledge & solve important problems COLLEGE OF ENGINEERING & APPLIED SCIENCE Accelerate our research impact Embrace our public education missionIncrease our global engagementEnrich our professional environment DIVISION OF STUDENT AFFAIRS Provide student engagement to achieve student successCommunicate significanceManage resources sustainably FINANCE & BUSINESS STRATEGY Customer service, responsiveness & high quality solutions Provide useful data & analysis to become a go-to resource around decision making and business planningInnovate solutions that have strategic impact CONTINUED ON NEXT PAGE PEOPLEOPERATIONSEXPERIENCEBRAND/ REPUTATION INNOVATIONCOLLABORATIONIMPACTCOMMUNITY HUMAN RESOURCES Create culture of engagement & inclusivityOptimize workforce investments, digitalizationHire the best talentMaximize capabilities, knowledge, & skills of employees Use data to inform decisions Integrate faculty & research faculty support LEEDS SCHOOL OF BUSINESS Develop forward looking leaders who make important economic and social impacts Create and share world-class researchFoster and leverage partnerships locally, nationally & globallyEmbrace a culture of high aspirations valuing: academicexcellence, integrity, inclusion, community & being forward-looking

CAMPUS STRATEGIC PLAN GOALS CONT'D STRATEGIC RELATIONS & COMMUNICATIONS Expand, strengthen & uphold the reputation of CU BoulderImplement a collaborative, integrated communications & engagement model across the campus Provide strategic communications planning, resources & tools for campus partners UNDERGRADUATE Promote a shared perspective that reinforces the importanceof student success and the roles we all play to make it a realityCreate & lead a cohesive First Year ExperiencePromote academic engagement through graduation EDUCATION UNIVERSITY LIBRARIES Develop organizational culture Cultivate student success Enhance reputationDevelop a plan for revenue diversification & sustainability^ PEOPLEOPERATIONSEXPERIENCEBRAND/ REPUTATION INNOVATIONCOLLABORATIONIMPACTCOMMUNITY

WHAT EVERYONE WAS TALKING ABOUT To summarize the visionaries' collective feedback, this page shows the topic most commonlyexpressed in each of the eight SFV themes. The chart on the following page explores the spatialimplications of these topics and the interrelationships between them, revealing the emphases within the spectrum of Deep Dive conversations. SHAPE TOMORROW’S LEADERS People NEW DEMOGRAPHICS Operations OPTIMIZING RESOURCES Experience NEW LEARNING MODALITIES BE THE TOP UNIVERSITYFOR INNOVATION Brand/ reputation LEVERAGING OUR IDENTITY Innovation CREATIVE RESEARCH &ENTREPRENEURSHIP Collaboration INTERDISCIPLINARYNETWORKS POSITIVELY IMPACT HUMANITY Impact NEW FORMS OF IMPACT Community PLACE-BASED PARTNERSHIPS

WHAT WE HEARD After mapping the hundreds of conversations that made up the Deep Dive phase, we discovered 29 different topics discussed across units. A description of each topic can be seen to the right. The following page illustrates the quantity of units that brought up each topic in conversation. The majority of discussions revolved around operations and experiences, as these are the change agents units are developing to help reach their goals. Conversationsin other categories were typically the drivers or results of these strategic objectives. The top ten most common topics include: 1. Changing Demographics 2.3.4.5.6.7.8.9.10. Partnerships Culture/ExperienceInterdisciplinary NetworksNew PedagogiesCentralization/ FederatedNew Degree TypesRecruitment/RetentionChanging PopulationDelivery / Process Improvement / Customer Service PeopleOperationsExperience Brand/Reputation^ SHAPE TOMORROW’S LEADERS BE THE TOP UNIVERSITY FOR INNOVATION DEMOGRAPHIC CHANGESRECRUITING/ RETENTIONPOPULATION CHANGESDELIVERY / PROCESS IMPROVEMENT FACILITIES DELIVERYNEW DEGREE TYPESCENTRALIZATION/ FEDERATED ACCESSIBILITYASSET MANAGEMENTRISK OF CRITICAL SYSTEMS24/7HOUSINGCULTURE/ EXPERIENCENEW PEDAGOGIESRESIDENTIAL ACADEMIC EXPERIENCEHEALTH/ WELLNESSSTUDENT CONCIERGE SERVICESADVISINGSAFETY/SECURITYRECOGNITION Growth in transfer students, untraditional learners, underserved communities, international students, and graduate studentsUsing CU Boulder’s unique assets to recruit and retain a diverse and changing populationNew populations, student interests, and shifting boundaries in distance education drives program growthA focus on always improving processes and work flows to continually provide better serviceImproved spaces, environments, and tools to achieve a purposeCustomizable degrees which allow students to engage in their diverse interests at their ability levelUnified systems to leverage capabilities, diminish redundancies, and enable collaborationTransportation, location, and digital accessibility to university assetsFinancial and operating structures that incentivize a student-centered approach to educationSafeguarding and backing up our critical assets24/7 Access to spaces and servicesDemand for more housing for CU Boulder students, faculty & staffCreating and maintaining intentional shared experiences in academic, research, and social venturesTeaching how new populations want to learn with portable, thematic, online, hands-on, new learningEnhance the educational experience, develop community, and increase collaboration through residential learning experiencesMental and physical wellness for a healthy populationHelping students to navigate the university ecosystem via a one-stop-shop to everything studentStreamlined and accessible advisingPhysical and digital safety for CU Boulder constituentsDriving focus is enhancing the reputation of CU Boulder/unit

THEMESTOPICTOPIC^ CHANCELLOR’S STRATEGICIMPERATIVESDESCRIPTION OF InnovationCollaboration ImpactCommunity POSITIVELY IMPACT HUMANITY IP, ENTREPRENEURIALISM, & RESEARCHSTAFF TRAINING & DEVELOPMENTINTERDISCIPLINARY NETWORKSSOCIOECONOMIC DRIVERAFFORDABILITYSUSTAINABILITYPARTNERSHIPSCOMMUNITY ENGAGEMENTEVENTS Develop and incentivize avenues in which to increase CU Boulder intellectual outputProfessional development & support for educators to learn new teaching modalitiesA desire to engage outside of the department on projects, research, idea sharing, and casual interactionsDeveloping the workforce of tomorrow to be social and economic leadersScholarship funding and the challenges of high tuition rates on studentsEnvironmental, social, and economic impacts which inform decisionsCorporate, research & academic partnerships that leverage resources and drive opportunitiesBring CU Boulder to the community, and the community into CU BoulderEvents to showcase materials developed and create community

(^20400) STRATEGIC FACILITIE S VISIO NING PEOPLE (^) SHAPE TOMORROW’S LEADERS DEEP DIVE PHASE SUMMARY OPERATIONS EXPERIENCE BRAND/REPUTATIONBE THE TOP UNIVERSITY FOR INNOVATION INNOVATION COLLABORATION IMPACTPOSITIVELY IMPACT HUMANITY COMMUNITY

(^1201008060) FOCUS AREA ISTIMES EACHMENTIONED # OF CHANGINGPOPULATION (18)RECRUITMENT/RETENTION (18)CHANGINGDEMOGRAPHICS (24) DELIVERY /PROCESSIMPROVEMENT (17)FACILITIESDELIVERY (16)NEW DEGREETYPES (19)ACCESSIBILITY (16)ASSETMANAGEMENT (9)RISK OF CRITICAL SYSTEMS (4)24/7 (6)HOUSING (4) CENTRALIZATION/FEDERATED (20) CULTURE/EXPERIENCE (23)NEWPEDAGOGIES (21)RESIDENTIALACADEMICEXPERIENCE (9)HEALTH/WELLNESS (8)STUDENT CONCIERGESERVICES (6)SAFETY/SECURITY (6)ADVISING (6) RECOGNITION (9) STAFF TRAINING& DEVELOPMENT (12) IP, ENTREPREN-EURIALISM,RESEARCH (15) INTERDISCIPLINARYNETWORKS (23) SUSTAINABILITY (3)AFFORDABLITY (8)SOCIOECONOMICDRIVER (9) ONE’S TALKING WHAT EVERY- TOP MENTIONED FOCUSAREAS PER STRATEGICABOUTIMPERATIVE PARTNERSHIPS (17) COMMUNITYENGAGEMENT (16)EVENTS (9)

HOW DO WE WANT TO DO IT? Expanding further upon the previous diagrams, the chart on the next page shows exactlywhat individual units talked about. Conversation topics discussed by each group aremarked with a dot.Within this chart we can see a story. Demographic changes are top of mind universallyacross units. A focus on creating a world-class learning and research experience for all people of CU Boulder is the driving factor for institutional and unit goals. To accomplish this, academic units are working on implementing learning experiences that engage a new type of student to follow their passion. Administrative and campus life units couple this by institutionalizing operational changes to enable objectives of all campus units.However, the gear that will put everything into place is internal collaboration and externalpartnerships, sharing ideas, strengthening ties and optimizing resources.We took the top goals for each unit, which can be seen as the larger dots in the followingdiagram and asked units to chart them on the Transformational Matrix to gain further insight on priority, scope and scale. The vertical axis of the matrix relates to level ofimpact, spanning from the departmental scale to beyond the university. The horizontalaxis identifies time scale in relation to implementation. 19

People Operations Experience Brand/Reputation Innovation Collaboration Impact^ SHAPE TOMORROW’S LEADERSBE THE TOP UNIVERSITY FOR INNOVATIONPOSITIVELY IMPACT HUMANITY DEMOGRAPHIC CHANGESRECRUITING/ RETENTIONPOPULATION CHANGES DELIVERY / PROCESS IMPROVEMENTFACILITIES DELIVERYNEW DEGREE TYPESCENTRALIZATION/ FEDERATEDACCESSIBILITYASSET MANAGEMENTRISK OF CRITICAL SYSTEMS24/7HOUSING CULTURE/ EXPERIENCENEW PEDAGOGIESRESIDENTIAL ACADEMIC EXPERIENCEHEALTH/ WELLNESSSTUDENT CONCIERGE SERVICESADVISINGSAFETY/SECURITYRECOGNITIONIP, ENTREPRENEURIALISM, & RESEARCHSTAFF TRAINING & DEVELOPMENTINTERDISCIPLINARY NETWORKS SOCIOECONOMIC DRIVERAFFORDABILITYSUSTAINABILITY Creating an education environment that enablesstudents to learn productively, follow custom interests anddevelop a portfolio of diverse skills, including researchexperience. Community^ PARTNERSHIPSCOMMUNITY ENGAGEMENTEVENTS ARTS &SCIENCESENGINEERINGCMCIACADEMICCOLLEGE OFMUSICLEEDS,BUSINESS ENVDSCHOOL OFEDUCATIONLAW ATHLETICSACADEMIC SERVICES & STUDENT LIFECONTINUINGED. ODECEGRAD SCHOOLRIO STUDENTAFFAIRSUNDERGRADED. LIBRARIESADVANCEMENTENROL. MNGMNTADMINISTRATIVE SERVICESFIN. & BUS.STRATEGYHR INFRA. &SUSTAIN.OIEC OIT INTEGRITY, SAFE-TY & COMP.STRAT. RELA-TIONS & COMMKEY Unit conversation topicTop Goal

Creating an inclusiveenvironment and academic experience for shifting populations drives strategicchanges across the university. Streamlining operations andsupreme customer service to enable units to focus on whatthey do best. Internal and externalcollaboration as a means to increase intellectual output, enhance the studentexperience and research environment and createa shared sense of identity.