Phase IV Key Actions

UNC will continue to advance the priorities established throughout the strategic planning process by focusing on intentional action, sustained momentum, and measurable progress. During Phase IV, Attending, Ensuring Progress, the university will remain committed to fostering student success while thoughtfully assessing outcomes, refining strategies, and responding to emerging opportunities. This period represents a critical time to build upon accomplishments and ensure that initiatives implemented across the institution are producing meaningful and lasting impact.

Through ongoing collaboration, accountability, and engagement, UNC will strengthen its commitment to serving students while supporting the success and well-being of faculty, staff, alumni, and community partners. By attending to the needs of the university community and ensuring continued progress toward strategic goals, UNC will demonstrate what it means to be a Students First institution—one that remains responsive, inclusive, and forward-looking in preparing for the future.

Phase IV Key Actions

In support of Rowing, Not Drifting 2030, the university is committed to implementing the following Phase IV key actions and tactics. Based on the collaborative nature of the strategic plan, additional key actions and tactics may be identified and completed by departments and individuals across the institution. UNC’s progress will be compiled and measured throughout the course of the strategic plan and each phase.

Key Action 1: Implement an enrollment growth strategy that expands geographic reach, strengthens pathways, and broadens access for diverse student populations, including transfer and returning learners.

Tactics:

Expand strategic recruitment efforts in targeted out-of-state markets to increase enrollment diversification, geographic reach, and institutional visibility.

Expand Direct Admissions beyond Greeley-Evans District 6.

Scale Aims2UNC to additional community colleges to reduce transfer-credit loss and barriers to enrollment.

Strengthen pathways into the College of Osteopathic Medicine.

Develop a recruiting plan for returning learners, including offering academic programs in formats accessible to this audience.

Key Action 2: Implement an integrated student success and engagement framework that strengthens advising, embeds evidence-based learning experiences, and improves retention and timely degree completion.

Tactics:

Maintain a robust undergraduate advising infrastructure responsive to student progress and focused on timely graduation.

Identify and integrate the most effective High-Impact Practices (HIPs) for first year and second year students.

Redesign the First-Year Experience (FYE) and develop a Second-Year Experience (SYE) that includes assessment and High Impact Practices (HIP).

Implement housing and orientation changes that strengthen belonging for all students.

Scale effective dual-enrollment initiatives and pilot technology-learning strategies to expand student access and success.

Key Action 3: Institutionalize a coordinated framework for equity, inclusion, accessibility, and belonging that embeds HSI identity, strengthens accountability, and improves campus climate.

Tactics:

Establish a central coordinating framework for inclusion of initiatives across academic and administrative units.

Integrate HSI priorities into institutional planning, budgeting, and assessment to ensure that this work is valued and sustained.

Further develop academic, cultural, and wraparound support programs aligned with our DEI, HSI, and belonging priorities.

Implement year two of the Faculty and Staff Equity Advocate Program, including assessment of the program and continued attention to the campus climate survey and recommendations.

Update and expand UNITE programming, engagement, and communications with additional content, accessibility options, and flexible delivery methods to increase awareness and participation.

Advance accessibility in physical and digital spaces, beyond minimal legal compliance.

Administer a recurring institution-wide climate survey for students, faculty, and staff. Use findings to implement a multi-year campus climate improvement plan with defined benchmarks.

Expand translation services, prioritizing Spanish-language communications and standardized ASL protocols within institutional capacity.

Key Action 4: Implement a sustained, market-informed compensation strategy that advances equitable, competitive pay for faculty and staff.

Tactics:

Update compensation models and parity analyses using peer best practices and relevant market comparisons.

Prioritize a minimum 3% annual compensation increase for eligible faculty and staff in budget planning, with continued focus on achieving competitive salaries by 2030.

Key Action 5: Build a professional development and engagement ecosystem that supports employee growth, strengthens workplace effectiveness, and improves employee satisfaction.

Tactics:

Develop clear career pathway frameworks for staff to support professional growth, talent retention, and organizational effectiveness.

Expand professional development programming and engagement methods in areas such as leadership, conflict resolution, and constructive dialogue.

Strengthen employee onboarding with standardized practices, clear guidelines, and periodic seminars for recently hired employees on campus culture, operations, and available resources.

Provide consistent, ongoing professional development to strengthen pedagogical practices, including responsible use of generative AI and emerging classroom technologies.

Key Action 6: Advance a market-responsive academic portfolio and institutional infrastructure that expands access, strengthens workforce alignment, and positions UNC in emerging fields and high-demand professions.

Tactics:

Expand micro-credentials, certificates, stackable credentials, and short-term workforce programs aligned with industry demand and lifelong learning trends.

Evaluate and, if permitted by Colorado policy, pilot reduced-credit bachelor’s pathways in selected high-demand programs.

Implement a centralized calendar and event-management platform to improve campus coordination, communication, and engagement.

Expand and strengthen health professions pathways and academic programs to support workforce needs, student access, and regional impact.

Launch and sustain the College of Osteopathic Medicine’s inaugural and second cohorts to advance institutional growth and healthcare workforce development.

Establish a centralized Center for Artificial Intelligence to support institutional governance, innovation, interdisciplinary collaboration, and responsible AI integration.

Key Action 7: Strengthen institutional visibility, engagement, and community connection through a coordinated strategy that elevates UNC's brand, deepens partnerships, and recognizes contributions across the university community.

Tactics:

Strengthen and formalize Town and Gown partnerships to increase community engagement, regional impact, and collaborative initiatives.

Implement a comprehensive branding and reputation strategy to enhance visibility, stakeholder engagement, and market positioning.

Advance a data-informed alumni engagement strategy that increases alumni participation, philanthropic support, and institutional advocacy.

Advance the “Together, With Purpose” campaign to expand philanthropic investment aligned with institutional priorities and long-term sustainability.

Expand institution-wide initiatives that foster belonging, collaboration, and inclusive engagement across campus and community stakeholders.

Develop and implement an employee recognition and engagement framework that supports retention, morale, and institutional excellence.