University Of Northern Colorado

The University of Northern Colorado's Vision for 2030, titled 'Rowing, Not Drifting,' serves as a strategic roadmap positioning the institution as a future leader in higher education. It is founded on five core elements: prioritizing students, empowering inclusivity, enhancing and investing in staff and faculty, fostering innovation and creativity, and strengthening community connections. The plan aims to deliver personalized education, nurture individual development, ensure career readiness, and cultivate a diverse, equitable, and supportive environment for all stakeholders.

The meeting featured a joint session with the Foundation Board of Directors to foster organizational collaboration. Discussion topics included a presentation by the Monfort College of Business SAFF class, updates on university marketing priorities such as a website rebuild and College of Osteopathic Medicine promotional efforts, and a review of the current capital campaign's progress and future goals. Additionally, the Board engaged in a detailed discussion regarding the generational traits of current Gen-Z students and future Gen-Alpha students to better inform institutional strategies for student support, academic programming, and facility planning.

The board meeting covered a range of institutional reports and strategic initiatives. Key discussions included the President's report on the budget reduction process, the pre-accreditation status of the College of Osteopathic Medicine, and enrollment and retention strategies. Reports were received from the Faculty Senate, Student Government Association, Classified Staff Council, Professional Administrative Staff Council, the UNC Foundation Board, and the Colorado Trustee Network. The meeting also included a legislative update regarding state budget challenges and workforce development, as well as an update from the Finance and Audit Committee. Action items resulted in the approval of a contract for the men's wrestling head coach and the authorization to negotiate a conservation easement for the Old Man Mountain property. Additionally, the board discussed the strategic plan progress and the institutional approach to integrating artificial intelligence.

The committee reviewed FY2025 audit reports and preliminary financial statements, including updates on PERA audit findings and operating budget variances. Discussions covered the FY2025 annual debt management report, composite financial index metrics, and debt portfolio status. The meeting also addressed strategic enrollment management, including enrollment projections, retention efforts, and proposed redesign plans for recruitment. Financial forecasts for the first quarter of fiscal year 2026 were presented, detailing budget adjustments, reserves, and the outlook for FY2027. Additionally, an executive session was held to address legal and personnel matters.

This document outlines a Strategic Enrollment Management plan, titled '(Re)Design for Belonging,' to address evolving student demographics and educational needs. The plan identifies challenges such as declining traditional-aged students, increased student diversity, and post-COVID learning variability, emphasizing the need to reduce friction and redesign systems for diverse learners. It is structured into three phases: Stabilize Operational Systems, Rebuild Curriculum & Modalities, and Transform Learner Expansion. Key focus areas include simplifying complex processes, enhancing transparency, ensuring coherence in policies, fostering flexibility in curriculum design, making outcomes legible, and expanding access and relevance for a broader range of learners.