The Strategic Process

Phase 1

As part of an extensive 90-day listening tour, OSI collaborated with senior leadership and campus stakeholders to craft a mission and vision capable of capturing the impressive scope, impact, and potential of the ongoing work at CU Anschutz. Over 50 individual perspectives were gathered from an array of diverse constituents, including members of the Chancellor’s Cabinet, deans, faculty at each school, and leaders at Anschutz’s major research centers and partner hospitals. OSI also initiated ongoing dialogues with over 20 critical stakeholder groups, ranging from CU Innovations to Faculty Assembly and Staff Council and the Diversity, Equity, and Inclusion and Community Engagement team. In total, those conversations led to the development of the mission, vision, and a strategic framework that will guide the campus’s activities for the next five years.

Phase 2

Recommending Campus Priorities with Initiatives and Key Performance Indicators

In early 2021, OSI will be facilitating an iterative, evidenced-based, design innovation approach to recommend top campus priorities with potential initiatives to the Chancellor. Grounded in decades of research in design and innovation thinking, this approach mirrors and is in intentional conversation with the strategic planning process currently underway at CU Denver. Leveraging proven principles, methods, and tools, this process aims above all to be inclusive, agile, and influence action.  

To accomplish this process, OSI is convening a steering committee and four working groups centered on each of the pillars illustrated in the strategic framework (education, research, patient care, and community engagement). Working group members were selected to promote representation from each school or college at CU Anschutz and key units within each pillar. Each working group also includes dedicated members to represent four other critical areas: innovation; budget and finance; OIT; mental health and holistic wellness; and diversity, equity, and inclusion. The latter two areas represent themes that will be a critical focus for the next five years. Working group members have been asked to:

  • Recommend 3-5 priorities of the CU Anschutz Medical Campus for the next five years.
  • Based on those priorities, develop and recommend 1-4 initiatives and key performance indicators (with milestones) that will demonstrate success.
  • Consider the broader campus community to create an important impact on the future of our campus and our stakeholders.

At three critical touchpoints, a Steering Committee comprised of senior-level leadership at CU Anschutz and its affiliate partners will review the emerging recommendations from each working group. The Steering Committee will:

  • Review priorities, initiatives, and key performance indicators developed by working groups and make recommendations to working groups for modifications if/when needed.
  • Consider strategic initiatives of the CU President within the recommendations reported from working groups.
  • Provide final recommendations to the Chancellor.

At the conclusion of this process, the Chancellor will be presented with recommendations about priorities, initiatives, and key performance indicators for review and selection. The overall goal is to provide direction for the campus with aspects of innovation, differentiation, and inspiration.