Charge

  • To succeed, the working group must recognize the strength of diverse communities and perspectives.  We must continue and enhance our commitment to creating an inclusive culture in pursuit of our goals of excellence and meeting the needs of the state, nation and world.
  • This working group will focus on technology enablement aimed at student success. The working group will invite subject matter experts from Student Affairs and Academic Affairs to better understand the opportunities for technology enhancement and ways to address student needs including supporting activities being advanced by the Innovation in Learning and Teaching working group.
    • Review and identify any core systems that would benefit from a more coordinated investment and system-wide approach. Identify distributed investments in technology solutions that are less optimal than centralized ones. Drawing on our history of coming together around technology we can look to the success of the decision to move to one system-wide ERP for Finance, HR, and Student Data.  These systems have saved the university millions of dollars in the last 20 years and have freed up staff and faculty time to better serve students.  We have achieved better outcomes for administrative processes at a reduced cost, freeing up resources for other priorities.  The working group is charged with identifying the next highest value areas for system wide approach.  
    • Recommend a multi-year plan to implement the key priorities identified by this working group, the other working groups for the other three pillars and the steering committee.  Such plan shall include investments needed - including technology, people, and financial investments. The plan may include pilot projects before scaling to system-wide implementation as well as indicate the investments needed to first improve the underlying processes before enhancing those processes with technology.
    • Identify key metrics for success such as:
      • Increased student effectiveness as measured through increased access, retention, graduation, ease of interacting with the university, improved student career connections, etc. 
      • Operating cost savings, efficiencies and cost avoidances realized as a percentage of operating costs
      • Productivity measurements – this could include redirecting staff and faculty time from administrative-type activities to high-impact activities such as student mentoring or advising, including undergraduates in faculty research, connecting students to internships through their academic program, etc.
    • Identify metrics to effectively track and evaluate
      • Set specific goals for these metrics; and
      • Define and prioritize action items to become a national leader in this area

Working Group

Contact: CUStratTechEnablement@cu.edu

Co-Chair: Kathy Nesbitt, Vice President for Administration, CU System
Co-Chair: Harper Johnson, CIO and Assistant Vice Chancellor for Information Technology, UCCS

  • Tracy Barber, Director, Office of the Registrar, UCCS
  • Scot Chadwick, Vice Chancellor for Enterprise Development, CU Denver
  • Brad Hinson, Assistant Dean of Information & Academic Technology​​, CU Denver
  • Debashis Ghosh, PhD, Professor and Chair, Department of Biostatistics and Informatics, Colorado School of Public Health, CU Anschutz Medical Campus
  • Vanessa Luna, Post-Baccalaureate Program Support Coordinator, CU Boulder 
  • Scott Munson, Associate Vice President and Chief Information Officer, University Information Services, CU System
  • Patrick "Pat" O'Rourke, Executive Vice Chancellor and COO, Strategic Resources & Support, CU Boulder
  • Russell Poole, Associate Vice Chancellor for the Office of Information Technology, CU Denver & CU Anschutz Medical Campus
  • Marin Stanek, PhD, Deputy Chief Information Officer and Director of Academic Technology, CU Boulder
  • Gurvirender Tejay, PhD, Associate Professor of Information Systems, College of Business, UCCS
  • Nicholas Traczek (Student), UCCS