2. Phase One: Re-inventing the Flagship University, Fall 2006-Fall 2007
Flagship 2030 charts a new course for the University of Colorado at Boulder, one that:
Provides greater agility in a rapidly changing environment
Develops an investment strategy today to better prepare for tomorrow
Helps us better serve the state, the region and the nation, through our education, research, creative works and service

3. True to our Mission and Vision
CU-Boulder is committed to meeting our public mission and fulfilling our global role.
Statutory Mission:
“…a comprehensive graduate research university with selective admissions standards…, offer[ing] a comprehensive array of undergraduate, master, and doctoral degree programs.”
Vision:
The University of Colorado at Boulder become a leading model of the “new flagship” of the 21st century—by redefining learning and discovery in a global context and setting new standards in education, research, scholarship, and creative work that will benefit Colorado and the world.

4. Our Process
Initiated by the CU Board of Regents, with a focus on student success, quality, excellence and resource development
Appointed 54-member steering committee of internal and external stakeholders
Assigned subject matter experts and invited additional “core contributors” to assist steering committee
Steering committee worked in subgroups to develop plan
Conducted open forums
Created a Web site for sharing information and soliciting input
Conducted interviews with thought leaders throughout the state
Solicited input from the Board of Regents
Conducted focus group interviews with Colorado business and community leaders
Approved by the Board of Regents, November, 2007

5. Flagship 2030 Focuses On Core Initiatives
Serving Colorado requires us to sustain quality in our teaching, scholarship and creative works, and research  and to make investment in core service areas in order to maintain our current position in higher education.
Flagship Initiatives
Investing in innovative and transformational initiatives will distinguish Colorado and our graduates to put them in leadership roles and give them a competitive edge.

6. The Core Initiatives Staying Competitive
Enhancing Education and Scholarship
Fostering Research Excellence
Enhancing Graduate Education
Ensuring Access
Supporting the Mission
Investing in the Tools for Success
Learning for a Diverse World
Serving Colorado, the Community, and Our Graduates

7. Creating Distinction The Flagship Initiatives Residential Colleges
Customized Learning
Experiential Learning
Colorado’s Research Diamond
Transcending Traditional Academic Boundaries
Building a Global Crossroads
Creating University Villages
Alternative Degree Tracks
Year-round Learning
Making Enterprise Work

8. Preliminary Discussions in the Strategic Plan
Enrollment strategies
Continue to grow at current rates, adding about 6,500 students over the next 25 years
Bring non-residents from 31% to 33% of the overall enrollment
Increase graduate-student enrollment from 16% to 20% of overall enrollment
Financial considerations
State tax support, tuition, fundraising, grants and contracts, entrepreneurial programs, technology transfer, reallocation
Investment strategies
Early modeling suggests marginal resources above mandated costs necessary to implement this plan are in the range of:
2½% per year to support Core Initiatives and sustain competitiveness
2% per year to implement the Flagship Initiatives
<½% per year to improve the graduate-student mix

9. Implementation Jan. - Dec. 2008
Phase Two:
Implementation Jan. - Dec. 2008
Strategic plan lays the groundwork
Implementation phase involves the campus community in advancing the vision
Call to action identifies more than 250 faculty and staff volunteers

10. Action Plans
Nine task forces established to develop action plans with a focus on:
Faculty
Research, Scholarship and Creative work
Graduate Education
Undergraduate Education
Enrollment
Budget Models and Resources
Staffing and Operations
Facilities
Outreach and Engagement

11. Our Process Kick off meeting on Feb. 16, 2008
Nine task forces, faculty and staff members on each
Matrix of assignments and cross cutting issues, 4-5 initiatives for each task force to consider
Dedicated staff support and $10,000 budget
Coordination and collaboration among the task force chairs
Dinner meetings with the Provost and CFO
Interim reports and mid-term meeting with the deans on May 13
Guidelines for the final reports
Emphasis on action plans with timetables, budget considerations and further process

12. Next Steps Presentation of the final reports at the 2030 Summit
Administrative review by Chancellor, Provost, CFO, VCs and Deans
Align recommendations with the Core and Flagship initiatives
Feasibility assessment of the recommendations
Consultation with campus governance groups
Determine budget investments and further process for FY and next 3-5 years
Revise and refine the goals for the capital campaign
Prepare the CU-Boulder Self Study for re-accreditation