Regents articulate vision, list of strategies

Strategic thinking aimed at governing more effectively

The University of Colorado Board of Regents has approved a vision statement and list of strategic directions, ideas first discussed at the board’s retreat in July.

The board voted to adopt the items at its meeting Tuesday, the first of the two-day meeting at the University Memorial Center on the University of Colorado Boulder campus.

During its retreat, the board discussed strategic thinking as a means to governing more effectively. The first step taken was to develop a vision statement that incorporates the existing mission statement and the statutory roles and missions of each campus.

In the regents’ memorandum, it’s noted that “a vision statement does not describe what the university does; rather, a vision statement details an ideal end result; it is aspirational.”

The vision statement approved by the board:

“The University of Colorado will be a premier, accessible and transformative public university that provides a quality and affordable education with outstanding teaching, learning, research, service, and health care. Through collaboration, innovation, technology and entrepreneurship, CU will expand student success, diversity and the economic foundation of the State of Colorado.”

The strategic directions were drafted to help inform the board’s policy discussions over the next 18 to 24 months; they are board-only policy discussion goals that do not require governance input.

The list of Strategic Directions:

1. Plan for present and future financial challenges, with an emphasis on risk and rewards of potential solutions.

2. Identify and address Colorado’s needs today and in the future with emphasis on the changing socioeconomic and social demographics in the state and changing workforce needs.

3. Educate students and Colorado's future workers with an emphasis on critical thinking, ethical conduct, diversity of thought, communication capabilities, leadership, civic engagement and public service.

4. Engaging the board and individual board members in major policy decisions, projects and events at systemwide and campus level.

5. Address campus specific issues and encourage collaboration within CU and with external education and business partners.

6. Address environmental constraints and identify and seize opportunities with special emphasis on use of technology and organizational change to build a foundation of excellence.

7. Engage in succession planning/contingency planning for senior university leadership.


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