Phase III

Tactics:

• Integrate career readiness competencies and skills into curriculum and co-curricular activities.
  • Improve student understanding of the role the Liberal Arts plays in career readiness.
• Increase the availability of High Impact Practices (HIPs).
• Implement/expand the use of measures that make college more affordable.
  • Increase the use of Affordable and Open Educational Resources.
  • Optimize the awarding for financial aid.

Accomplishments: 

• In spring 2024, the SEM Steering Committee launched Phase III of the SEM planning process, shifting the focus from strategy development to implementation through unit-level tactics and action plans aligned with the university’s SEM goals.
• Campus divisions and departments collaborated to develop actionable tactics that support the university’s enrollment, retention, and student success objectives. This work emphasized shared accountability and cross-functional engagement in advancing SEM priorities.
• Academic Affairs led efforts to identify tactics that integrate career readiness competencies and workforce-relevant skills into curricular and co-curricular experiences, strengthening student preparation for success after graduation.
• Work continued to expand and promote High Impact Practices (HIPs), with units developing implementation plans to increase student access to experiential learning opportunities that support engagement, persistence, and achievement.
• The university advanced efforts to improve college affordability by identifying and implementing measures designed to reduce financial barriers for students and enhance access to educational opportunities.
• By the end of the 2025–26 academic year, Phase III planning had established unit-level implementation frameworks, timelines, and accountability measures to guide progress toward SEM goals through 2027 and beyond.

Tactics:

• Review and revise the advising process, course scheduling, and course delivery.
• Review and revise the admissions to enrollment processes, including the tools and systems students use to engage with various services and offices to improve awareness, expedience, and remove unnecessary barriers to access and progress.

Accomplishments: 

• Academic Affairs partnered with faculty, advisors, and campus stakeholders to evaluate advising processes, course scheduling practices, and service delivery models. These efforts focused on improving the student experience and reducing barriers that may impact academic progress and degree completion.
• A comprehensive review of undergraduate advising and course scheduling processes was conducted to identify opportunities for greater coordination, efficiency, and student-centered support. Recommendations were developed to guide future enhancements and implementation efforts.
• The university advanced work to streamline the admissions-to-enrollment process by examining key student touchpoints and the systems used to support prospective and admitted students throughout the enrollment journey.
• Cross-functional teams reviewed technology platforms, communications, and service processes to improve student awareness of available resources, simplify access to services, and create a more seamless experience from admission through enrollment.
• Efforts to reduce unnecessary administrative barriers resulted in the identification of process improvements and system enhancements designed to support student navigation, engagement, and persistence.
• By the conclusion of the review process, campus stakeholders had established priorities and implementation plans to strengthen advising, enrollment services, and student support systems in alignment with the goals of the Strategic Enrollment Management Plan.

Tactics:

• Maintain the federal HSI designation.
• Identify and implement necessary HSI infrastructure.
• Pursue external funding opportunities.
• Develop and deploy communications and messaging related to HSI initiatives.
• Build collaborative partnerships with a broad range of internal and external stakeholders.
• Develop and deliver professional development and programs related to being an HSI.

Tactics:

• Identify and implement the needed actions from the campus climate survey.
• Prioritize and sufficiently resource proactive efforts for diverse and inclusive recruiting, onboarding, and supporting of faculty, staff, and students.
• Increase the number of units and employees who address DEI in their goals.
• Continue university-wide engagement opportunities (e.g., fireside chats, town hall meetings), both topic-specific and open-ended.

Accomplishments: 

• Results from the campus climate survey were reviewed and shared with university leadership and key stakeholders to identify opportunities for strengthening campus culture, belonging, and engagement. Initial planning efforts focused on prioritizing actions that align with the survey findings.
• The university began implementation planning for climate survey recommendations, establishing a framework to guide future actions and assess progress toward creating a more welcoming and supportive environment for students, faculty, and staff.
• Efforts were initiated to strengthen the recruitment, onboarding, and support of a diverse community of faculty, staff, and students. Discussions focused on identifying resources, practices, and investments needed to advance these priorities across the institution.
• University leaders worked to evaluate existing recruitment and retention initiatives and identify opportunities to enhance support systems that contribute to employee and student success.
• Campus conversations continued regarding ways to increase participation in institutional goals related to diversity, equity, inclusion, and belonging, with an emphasis on encouraging broader engagement across departments and units.
• UNC expanded opportunities for university-wide dialogue and engagement through town halls, fireside chats, and other forums designed to promote collaboration, transparency, and the exchange of ideas among members of the campus community.
• Through ongoing engagement efforts, faculty, staff, and students were provided opportunities to share perspectives, discuss emerging issues, and contribute to conversations that inform institutional decision-making and strategic priorities.

Tactics:

• Prioritize a minimum 3% annual compensation increase for faculty and staff in budget provisions with continued focus on achieving peer median parity by 2030.
• Review, revise, and establish human resources policies and practices to be consistent, equitable, and inclusive.
• Identify, benchmark, prioritize, and improve on the drivers of employee satisfaction at UNC.
• Create, expand, and promote professional development opportunities and identify pathways for career progression.
• Expand the resources and support for faculty professional development in the areas of curriculum and pedagogy including the use of technology and generative AI in these areas.
• Create a plan for the comprehensive review and enhancement of institutional business processes.

Accomplishments:

• UNC continued efforts to support faculty and staff through compensation planning that prioritizes competitive pay practices and long-term progress toward median parity. Annual compensation reviews informed ongoing budget and workforce planning discussions.
• The university began reviewing human resources policies and practices to identify opportunities for greater consistency, equity, and inclusivity across the employee experience, including recruitment, onboarding, evaluation, and retention processes.
• Campus leaders engaged in discussions regarding workplace satisfaction and employee engagement, focusing on identifying key drivers of employee experience and opportunities for future assessment and improvement.
• Efforts were initiated to expand professional development opportunities and career pathways for faculty and staff. Planning activities focused on identifying resources, programs, and structures that support career growth, leadership development, and employee retention.
• Academic Affairs expanded support for faculty professional development in curriculum design, pedagogy, and the effective use of technology in teaching and learning. Additional attention was given to emerging tools and practices, including the integration of generative artificial intelligence into instructional environments.
• Faculty and staff were provided with opportunities to enhance their skills through workshops, trainings, and other professional learning experiences designed to support innovation, effectiveness, and continuous improvement.
• University leadership continued exploring opportunities to improve institutional effectiveness through the evaluation of business processes and operational practices. These discussions laid the groundwork for future efforts focused on streamlining services, increasing efficiency, and enhancing support for students, faculty, and staff.
• Through these initiatives, UNC advanced its commitment to fostering a supportive workplace culture that values professional growth, operational excellence, and the success of faculty and staff across the institution.

Tactics:

• Establish UNC’s College of Osteopathic Medicine and identify opportunities to expand and develop related academic and non-academic programs.
• Define the identity and purpose of Extended Campus.
• Achieve and maintain the classification of R2: Doctoral Universities – High Research Activity.

Accomplishments: 

• UNC continued advancing plans for the establishment of the College of Osteopathic Medicine, including academic planning, regulatory preparation, and infrastructure development necessary to support the launch of the program.
• University leaders worked with internal and external stakeholders to identify opportunities for expanding academic and non-academic programs that align with workforce, community, and regional needs. These efforts focused on supporting enrollment growth, enhancing student opportunities, and strengthening the university’s impact.
• Planning efforts associated with the College of Osteopathic Medicine contributed to a broader vision for expanding UNC’s academic portfolio and increasing access to educational pathways that address critical workforce shortages in Colorado and the surrounding region.
• The university completed a comprehensive review of the identity, purpose, and strategic role of the Extended Campus, resulting in greater clarity regarding its contribution to access, outreach, and lifelong learning opportunities.
• Through the review process, the Extended Campus established a framework to guide future program development, community engagement, and support for learners seeking flexible educational options.
• UNC successfully reattained and maintained its Carnegie Classification as an R2: Doctoral Universities – High Research Activity institution, recognizing the university’s growing research enterprise and ongoing commitment to scholarship, innovation, and graduate education.
• The university’s R2 designation strengthened opportunities for faculty research, student engagement in scholarly activity, and external partnerships while enhancing UNC’s reputation as a regional public research university.
• Collectively, these initiatives advanced UNC’s strategic goals of expanding academic opportunities, strengthening research capacity, and positioning the university for long-term growth and impact.

Tactics:

• Form a sustainability committee including members from faculty, staff, students, and facilities management.
• Complete a comprehensive assessment of energy efficiencies and sustainability improvement opportunities in campus operations.
• Review policies, practices, and budgets to ensure the inclusion of awareness and consideration of environmental stewardship and responsibility.

Accomplishments: 

• UNC advanced its commitment to environmental stewardship by forming a sustainability committee composed of faculty, staff, students, and facilities management representatives. The committee was charged with identifying opportunities to strengthen sustainability efforts and promote collaboration across the university.
• The sustainability committee established a framework for engaging campus stakeholders in discussions related to environmental responsibility, resource conservation, and the integration of sustainability principles into university operations.
• The university initiated a comprehensive assessment of campus energy use and operational practices to identify opportunities for improving efficiency and enhancing sustainability across facilities and infrastructure.
• Early assessment efforts focused on evaluating existing energy consumption patterns and exploring potential strategies for reducing environmental impact while supporting long-term operational effectiveness.
• Campus stakeholders collaborated to identify sustainability priorities and opportunities that align with the university’s mission, strategic plan, and commitment to responsible resource management.
• Discussions began regarding the incorporation of environmental stewardship considerations into university policies, practices, and budget planning processes. These conversations focused on identifying opportunities to support sustainable decision-making across institutional operations.
• Through these efforts, UNC continued building a foundation for a coordinated and campus-wide approach to sustainability that supports environmental responsibility, operational efficiency, and long-term institutional resilience.

Tactics:

• Make progress on goals for fundraising and alumni engagement as part of the Together, with Purpose campaign.
• Launch and maintain the updated UNC website.
• Increase brand awareness.
• Increase community outreach and engagement through athletics, arts, and other campus programs.
• Increase the availability of scholarships and the number of existing scholarships awarded.

Accomplishments: 

• UNC continued advancing the Together, with Purpose campaign through focused fundraising and alumni engagement efforts designed to strengthen philanthropic support for university priorities and enhance connections with alumni and friends of the institution.
• University Advancement worked collaboratively with campus partners, donors, alumni, and community stakeholders to build momentum toward campaign goals and support investments in student success, academic excellence, and institutional growth.
• The university successfully launched its updated website, providing a modernized digital experience that improves access to information, enhances user navigation, and better reflects UNC’s mission, values, and strategic priorities.
• The redesigned website strengthened the university’s ability to communicate with prospective students, current students, employees, alumni, and community members while supporting recruitment, engagement, and brand awareness efforts.
• UNC continued implementing initiatives to increase brand awareness and elevate the university’s visibility among key audiences. These efforts highlighted the university’s academic strengths, student success stories, research achievements, and community impact.
• Outreach and engagement opportunities were expanded through athletics, the arts, and other campus programs, creating meaningful connections between the university and communities across the region.
• Through performances, competitions, events, and community partnerships, UNC strengthened its role as a cultural, educational, and economic resource while fostering increased participation in campus activities.
• University Advancement continued efforts to increase scholarship support for students through donor engagement, fundraising initiatives, and stewardship activities focused on expanding educational access and affordability.
• As a result of ongoing philanthropic support, the university advanced opportunities to grow scholarship resources and increase the number of students benefiting from financial assistance.
• Collectively, these initiatives enhanced UNC’s visibility, strengthened relationships with alumni and community partners, increased philanthropic support, and advanced the university’s commitment to student success and institutional excellence.