Frequently Asked Questions
Frequently Asked Questions (FAQ)
These questions have been listed based on the feedback we've received from the survey and the form. We will continue to add to it and ensure it reflects the most up-to-date information.
What is the Healthy Campus Initiative?
The Healthy Campus Initiative is UCCS’s multi‑year effort to stabilize our financial foundation, address the structural budget deficit, and position the university for long‑term sustainability, growth, and investment in our people, mission, and academic excellence.
Why is UCCS taking this action now?
Higher education has experienced lasting financial shifts, and UCCS has relied on one‑time funds and reserves for many years to bridge budget gaps. Expenses have outpaced revenue growth, creating an unsustainable path. To build a stable and healthy future, we must address this structural deficit now rather than rely on short‑term fixes.
What does this mean for the future of UCCS?
This initiative is about creating a stronger, more resilient university, one that can invest in students, faculty, staff, and the campus environment. The work is challenging, but it is designed to ensure UCCS remains a stable, thriving academic community for future generations of students.
Campus wide, what is the breakdown of the different groups faculty-tenured and non-tenured; non tenure track faculty (instructors) and adjunct lecturers, classified staff, and university staff by year that can be compared to enrollments?
UCCS reports official employee data through IPEDS, which is the most reliable and standardized source for looking at faculty and staff trends over time—including tenured/tenure-track faculty, instructors, lecturers, classified staff, and university staff. These reports are available at the Institutional Data website under the IPEDS section, where you can access the past five years of submissions, feedback reports, and direct links to IPEDS for deeper exploration.
A few key things to know:
IPEDS uses a fixed census date of November 1, so data reflect employees active on that date.
Employee classifications follow federal Standard Occupational Classification guidelines, which means roles are categorized by their primary function (e.g., deans are reported as management, not faculty).
A classification update in 2018 combined with campus reporting inconsistencies led to several years of misclassified positions. These issues were corrected for one year, but earlier years cannot be retroactively changed. IDEA also completed a comparison in Spring 2024 to clarify what Fall 2023 should have looked like relative to 2021–2022.
Overall employee totals did not change, but some positions shifted between administrative and staff categories.
For additional context and comparison to enrollment, UCCS offers an IPEDS Benchmarking Dashboard, which includes the student‑faculty ratio and other metrics using full‑time‑equivalent calculations. Updates to this dashboard are underway and expected in the coming months. The CU System also provides related reporting through its Faculty & Staff dashboards on the CU Data site.
Why does UCCS have a budget gap?
Like many universities, UCCS has been affected by national changes in enrollment, rising costs, and limits on state funding. For several years, the campus used reserves and one-time funds to cover shortfalls, but that approach is no longer sustainable. The Healthy Campus Initiative is a long‑term plan to fix that.
How large is the current budget gap?
At this time, campus is facing a $27.7 million gap that we will address over a five‑year period. However, this figure reflects current projections and will be refined as enrollment, revenue strategies, and expense reductions evolve.
What is the difference between general funds and auxiliary funds?
General Funds are the primary, unrestricted operating budget supported by state appropriations, tuition, and educational fees. The deficits being considered in the Healthy Campus Initiative are in the general fund only.
Auxiliary Funds are self-generated through the sale of goods and services or generated through student fees. These funds are legally restricted to the operations that generate them and generally cannot be redirected to cover general fund deficits.By the same token, general fund sources are not intended to cover deficits in auxiliaries.
What does “structural budget deficit” mean?
Structural deficits in universities occur when what is considered "ongoing revenue" is less than what is considered ongoing operational expenses. Permanent revenue in public universities has traditionally been considered to be tuition revenue and state appropriations. For example, using one-time reserves to pay ongoing salaries creates a structural imbalance.
Can you provide a breakdown of those employees across college and divisions (VC) over the past 5 years? Both numbers of people and percentage of overall UCCS employees would be helpful.
Academic programs, administrative units, and funding sources have shifted frequently over the past several years—such as offices moving between vice chancellor areas, academic departments changing colleges, and positions transitioning between Auxiliary and General Fund support. These organizational changes, along with periodic reclassification of positions, mean that year‑to‑year comparisons at the college or division level would appear inconsistent or misleading. What we can provide is a single‑year snapshot: after each IPEDS cycle is completed, the Provost and Deans receive an annual summary of faculty and staff for their respective units. The IDEA office will share the IPEDS summary data in late Spring and can be found on the Institutional Data, Effectiveness, and Analytics webpage.
What is the difference between shared services and outsourcing?
Shared services and outsourcing are distinct approaches to delivering campus or system‑level support.
Shared Services refer to internal cost‑sharing arrangements—primarily within auxiliary units—to support campuswide functions such as facilities maintenance, IT services, and other operational needs. These services remain within the university but are funded collaboratively by the units that use them.
Outsourcing involves contracting with an external provider to perform services that are currently delivered by the university. This may be considered when external providers can deliver the service more efficiently, with better quality, or at lower cost.
How will quality, cost, and campus culture be considered before any outsourcing decisions are made?
For Dining and Hospitality Services, the RFP process explicitly evaluates vendors on quality of service, cost and financial sustainability, and alignment with campus culture and expectations. These factors will be central to any final decision. More broadly, EMSA is reviewing its operations with the goal of achieving cost efficiencies that do not diminish student‑facing support. Any outsourcing proposal would undergo careful evaluation to ensure it meets community expectations and maintains the character of the student experience at UCCS.
Why isn’t TABOR repeal part of the university’s budget strategy?
TABOR is a state constitutional framework that the university cannot change independently. Our financial planning must be grounded in current law and known funding rather than potential policy shifts. While broader advocacy may occur at the system or state level, institutional budgets must be based on reliable revenues we can count on within the budget cycle.
What we can do is:
Plan using conservative state‑funding scenarios that reflect current statute.
Diversify revenues (enrollment, partnerships, philanthropy, auxiliaries) to reduce exposure to any single source.
Engage through appropriate channels (e.g., system‑level government relations) while maintaining campus budgets that are viable without assuming changes to TABOR or other statewide policies.
We will participate in discussions where appropriate, but our structural budget cannot rely on uncertain legislative or statewide ballot outcomes.
Will every year include budget cuts?
The goal is to stop the cycle of annual expense reductions. While FY27 includes significant reductions, future years' budget reductions will depend on our success in increasing revenue and following financial guideposts. Strategic investments are part of this process.
What will happen in the first year?
In FY27, UCCS will begin a budget reset that requires $11.7 million in spending reductions while also keeping a sharp focus on increasing revenue. These reductions will likely affect personnel and programs.
What are the university’s revenue‑raising strategies?
UCCS is working to strengthen its financial foundation by increasing enrollment, expanding online and graduate programs, growing philanthropic and grant support, building community and industry partnerships, and using campus resources more strategically to diversify revenue. More details will be shared as these strategies continue to develop.
Which services are being considered for consolidation across the CU System?
UCCS is not currently reviewing a range of services to determine whether they could be delivered more efficiently or effectively through consolidation or alternative service models. The goal of exploring any future consolidation efforts is to support long‑term financial sustainability while maintaining, or improving, service quality for campuses. Any proposed changes will involve consultation with affected units and clear communication before implementation.
Can UCCS rely more heavily on CU System administrative services—for example, for HR?
The university may explore opportunities to leverage CU System and sister campus resources where we could increase efficiency, reduce duplication, or improve service delivery. Any move toward greater reliance on system‑level services would involve assessing capacity, cost, service quality, and the potential impact on campus operations. Decisions of this nature would be made thoughtfully, involve consultation with affected units and communicated clearly to campus.
Will campus spaces—such as residence halls, the Ent Center, or the Rec Center—be used more frequently for external rentals or community events?
Yes, campus facilities can be, and in some cases already are, used for external rentals and community events. These rentals provide important revenue that supports campus operations. However, any expanded use of student‑fee‑supported spaces (such as residence halls, the Rec Center, or the Ent Center) must be balanced carefully to ensure that rentals do not with unduly impact student access or the student experience. Rental use will continue to be evaluated on a case‑by‑case basis to ensure alignment with campus priorities, operational capacity, and student needs.
Will dining options reopen or expand (e.g., Roaring Fork, cafés, national brands)?
If Dining and Hospitality Services (DHS) remains a self‑operated unit, reopening additional venues will be extremely difficult without creating a significant deficit. Rising costs—such as labor, food, shared services, equipment maintenance, and compliance—make additional locations financially challenging under the current model. DHS is currently undergoing a formal RFP process to evaluate bids from potential external dining contractors. Contract providers may propose expanded venue options, reopen Roaring Fork, and offer national brands. A committee with broad campus representation is reviewing these proposals. Updates will be shared with campus in March once the review process concludes.
What is the plan for Roaring Fork? Could it be turned into classroom space?
Several proposals submitted through the dining RFP include reopening Roaring Fork as a residential dining facility. Because a strong dining program is essential to supporting students living in residence halls, reopening Roaring Fork aligns with student expectations and residential‑life needs. Given the number of contractor proposals recommending its return as a dining facility, it is unlikely that Roaring Fork will be repurposed as classroom space or used for another function at this time.
Why don’t we outsource dining?
The campus is actively exploring this possibility. Dining and Hospitality Services is currently in a formal RFP (Request for Proposals) process, and outsourcing is one of the options being reviewed. Decisions about outsourcing will be informed by:
cost service quality
campus cultural expectations
ability to operate without deficits
feedback from the cross‑campus review committee
More information will be available when the RFP evaluation is complete.
Can Roaring Fork be converted into a low‑cost operation, such as a coffee shop?
Contract providers participating in the RFP process have submitted proposals outlining how they believe the space can be used in ways that are financially viable and aligned with student needs. Some bids include varied concepts for the space, but most emphasize using Roaring Fork to support residential dining in alignment with campus priorities.
Additional details will be shared after the proposal review process concludes in the coming weeks.
What new revenue opportunities are being pursued by UCCS (events, camps, partnerships, naming rights)?
UCCS continues to explore a wide range of revenue‑generating opportunities, including events, camps, external rentals, partnerships, and naming rights. Limited staffing does constrain how quickly these areas can expand; however, as revenue grows, the university will be able to reinvest in additional staff capacity to support and scale these activities. Naming opportunities are also being actively pursued. For example, Athletics recently secured a major naming partnership that will fund student‑athlete scholarships for years to come. Similar opportunities are being evaluated across campus.
How are meaningful, funded partnerships formed? We are skeptical that P3s, CCIP, or other partnership models bring in the dollars needed to support their work. What metrics define success?
Partnerships at UCCS, whether through Public‑Private Partnerships (P3), Community Campus Partnerships (CCP), or Campus Community Innovation Partnerships (CCIP), are designed to create long‑term financial resilience, expand academic opportunity, and diversify revenue streams. UCCS’s P3 activity already aligns with national higher‑education success models in which universities leverage ground leases, innovation districts, auxiliary collaborations, and shared capital projects to:
preserve debt capacity,
accelerate capital construction or renovation,
reduce campus financial risk, and
generate recurring revenue (e.g., tuition, lease revenue, indirect cost, auxiliary income).
Metrics commonly used to evaluate partnership success include:
Capital leverage: dollars of private or partner investment relative to university investment.
Balance‑sheet impact: preservation of debt capacity and reduced campus financial risk.
Recurring revenue: tuition generation, lease income, cost savings, auxiliary revenue, or indirect cost recovery.
Student and academic impact: improved experiential learning, internships, workforce pathways, or research opportunities.
Community and economic impact: partnerships that strengthen regional workforce pipelines and innovation activity.
Viewed across these measures, UCCS’s P3 portfolio reflects a proven and sustainable strategic model. These partnerships should be understood not as isolated projects but as a deliberate institutional strategy supporting long‑term financial strength for students, faculty, and the campus.
How will UCCS strengthen industry and employer partnerships?
Strengthening external partnerships is a central goal of the Success 2030 Strategic Plan, the Strategic Plan Action Initiatives, and the UCCS Differentiator Initiative. UCCS is advancing a three‑tiered approach that builds toward deeper, more sustainable, and mutually beneficial relationships:
Community Campus Partnerships (CCP)- Supports broad community engagement, service, and collaborative programming.
Campus Community Innovation Partnerships (CCIP)- Creates opportunities for applied research, innovation, and experiential learning aligned with employer needs.
Public‑Private Partnerships (P3)- Facilitates long‑term collaborations involving shared investment, capital development, revenue diversification, or co‑located academic/industry spaces.
Together, these tiers create a continuum of partnership engagement—from simple connections to highly structured collaborations, that advance academic excellence, student success, research impact, and financial sustainability.
How will the university ensure that investments in the City of Colorado Springs yield meaningful and reciprocal financial benefit to UCCS?
Community and regional investments are evaluated based on measurable institutional outcomes, such as:
enrollment growth,
workforce and employer partnerships,
research collaborations and funding, and
diversified revenue opportunities.
Partnerships must demonstrate clear institutional value and are pursued only when they strengthen both UCCS and the broader region in ways that support student success, academic excellence, and long‑term sustainability.
How are decisions being made?
UCCS is using a multi‑year, data‑informed process guided by mission alignment, student demand, financial sustainability, and operational efficiency. ULT will share summary criteria and timelines as they are finalized.
The process includes:
Data-informed analysis at unit and campus levels
Feedback from UBAC and ULT
Collaborative planning within colleges, divisions, and departments
Regular communication and opportunities for campus feedback
Multi‑year financial modeling
Attention to mission alignment, student needs, and academic excellence
How will program decisions be made?
These decisions will be made with the colleges in coordination with the provost and senior leadership team. Faculty governance bodies will be engaged consistent with policy and shared governance practices. Decisions to end academic programs will follow the “Program Discontinuance Policy 200-014” and all applicable CU System and Regent policies and law. Non-academic program decisions will be made through careful review of impact and operation within the division and college and in coordination with the senior leadership team.
How will UCCS balance investments in emerging areas (e.g., cybersecurity) while sustaining core academic units like LAS? Can LAS be assured it will not face further cuts if enrollment fluctuates?
Investments in emerging areas are evaluated for strategic alignment, workforce relevance, and financial sustainability. These efforts are designed to strengthen the university as a whole. Core academic units like LAS remain central to UCCS’s mission. No area is completely insulated from enrollment volatility. The broader objective of the Financially Healthy Campus plan is to stabilize the institution so future fluctuations are less disruptive and decisions can be made more strategically.
Will there be job impacts?
Yes, there will likely be impacts upon currently filled positions. Specific decisions on personnel will be made within units, guided by mission alignment, operational needs, long‑term sustainability, and conducted with utmost care.
Will there be advance notice around position impacts?
Yes. When position changes are necessary, we will provide as much advance notice as possible and connect impacted employees with HR support and resources. Our goal is to communicate clearly and compassionately.
Will my major or classes be affected?
Most students will not see immediate changes to their major or required classes. Student degree progress remains a top priority.
If a program does change in the future, UCCS is committed to honoring all teach-out, accreditation, and student-protection requirements:
Helping current students complete their degree on time
Providing clear pathways and advising support
Communicating changes early and transparently
Will tuition go up because of this?
Tuition decisions are made separately through the CU System and state processes. The Healthy Campus Initiative is focused on reducing the existing budget gap and stabilizing finances, not increasing the financial burden on students. If any tuition changes occur in the future, they will follow the normal approval process and will be communicated widely.
Will student services be reduced?
The goal is to protect essential student services — including advising, wellness, tutoring, financial aid, and campus support offices. Some services may be reorganized to improve efficiency, but the intention is to maintain or strengthen the support students rely on.
Will campus jobs for students be impacted?
Some departments may make adjustments, but student employment remains a priority because it supports financial stability, career readiness, and belonging. If any changes occur, students will receive clear communication and guidance about alternative opportunities.
Will this affect student organizations or events?
Student life remains a major priority. While individual departments may adjust budgets, UCCS is committed to maintaining a vibrant campus with activities, organizations, and a strong sense of community. The Student Government Association is committed to advocating for student organizations and ensuring that student voices are represented as budget conversations continue. SGA leadership is actively monitoring potential impacts to the student experience and reviewing internal funding structure to ensure that student life and clubs remain supported.
How will this protect academic quality?
The initiative is built to protect and provide long-term stability to teaching, research, creative work, and student support by creating a financially stable environment where students can thrive.
Will custodial, dining, or other student‑facing jobs be outsourced?
Dining and Hospitality Services is currently undergoing a formal RFP process through the Procurement Service Center (PSC) to evaluate proposals from external providers. A diverse committee of campus stakeholders is reviewing these proposals to assess alignment with campus needs, service quality, cost, and operational feasibility. UCCS has closely monitored dining self‑operations this year to minimize potential deficits and evaluate the unit’s capacity to remain self‑operated. Updates on the RFP review will be shared with campus in March. At this time, there are no conversations underway about outsourcing other student‑facing positions. However, the EMSA division is evaluating all programs and services to determine how to prioritize work and identify potential cost savings without reducing student support.
Will the budget plan increase financial burdens on students, such as higher fees or tuition?
The primary focus of the Financially Healthy Campus effort is structural expense realignment, not shifting costs to students. Tuition and fee decisions follow system policies and require Board of Regents approval. The goal is to stabilize the institution while avoiding increased financial burdens on students.
Are cuts to student-facing services (food, safety, advising, career support) being considered?
Every aspect of UCCS is being evaluated as part of this process, which includes student-facing services.
What changes are being made to improve campus vibrancy and daily student life?
Student engagement and campus vibrancy have increased significantly over the past year, driven by coordinated efforts across campus.
Some examples include:
More student events and club participation, with significant increases in overall engagement.
Plans to enhance student social spaces, based on feedback from multiple student focus groups that identified social spaces as a top motivator for staying on campus and building a sense of belonging.
Ongoing assessment of student interests to guide future programming
Strategic housing placements, ensuring students live in communities where they have the greatest opportunity to connect with peers and feel supported.
SGA efforts to increase student club and event funding and a coordinated effort to partner with Athletics for student engagement opportunities.
Increased participation in service learning days.
Experiential learning experiences between academics and the farm.
Student engagement leaders attending events with incoming students.
These efforts are continuing as teams assess student interests and expand opportunities for connection and belonging.
How can I provide input or ask questions?
The Healthy Campus Initiative website includes a question submission form. Questions will help guide additional communications, FAQs, listening sessions, and future updates. You can also provide questions to your UBAC representative, supervisor, dean, and vice chancellor.
How will the campus be updated?
The ULT is committed to clear, consistent, and compassionate communication throughout the process. Information circulating through informal channels such as news and social media may be incomplete, inaccurate, or sensationalized information. Always check the Healthy Campus Initiative website for the most up to date, accurate information.
Regular updates will occur through:
The Healthy Campus Initiative website
Weekly UCCS News updates
UBAC meetings and summaries
What ideas are being considered / not being considered?
Everything is on the table. Lots of creative and good ideas are already pouring in through the healthy feedback form and the survey that closed on February 3, 2026. These ideas are evaluated based on student impact, financial sustainability, feasibility, and alignment with our mission. If you have additional ideas or were unable to complete the survey, please fill out the Healthy Feedback form. Your feedback matters.
How is student feedback being collected for the Healthy Campus and budget processes?
Student feedback is being incorporated through multiple channels:
Two SGA representatives serve in shared governance roles and have been highly involved in the Financially Healthy Campus process.
The IVCEMSA and SGA president provided updates and Q&A at the recent SGA meeting.
Students received the online survey and were encouraged by SGA to participate.
Additional drop‑in listening sessions with the IVCEMSA and SGA leadership are being planned to give more students the opportunity to ask questions and share concerns
Can we lower the cost of on‑campus housing or offer more scholarships?
Housing costs cannot be reduced due to the debt service obligations associated with the university’s housing bonds. Given this, UCCS has provided additional housing‑related financial aid this year for students who met specific merit and financial criteria and expressed a desire to live on campus. Of the 52 students who received additional aid for housing in Fall ‘25, 50 returned for Spring ‘26. This targeted aid cohort demonstrated a 9% higher Fall to Spring persistence rate than the overall first-year cohort.
Why are we focusing so heavily on enrollment when campus growth has natural limits? Why not invest more energy in building a meaningful endowment?
Enrollment (recruitment and retention of current students) remains the primary and most immediate revenue source for UCCS. Even with realistic limits on total student capacity, stabilizing and strengthening enrollment is essential to addressing the structural deficit and is our mission. Enrollment growth supports tuition, fees, auxiliary revenue, and state funding metrics, all of which must be part of a balanced strategy.
Endowment growth is also important. Endowments have been, and continue to be part of our long-range strategy.
Endowed funds allow the university to utilize the proceeds of the invested principal balance. Due to the invested nature of these funds, the distribution (interest earnings) from endowments reach a more stable source of funding after many years of investment.
Are often restricted for specific purposes instead of general campus use, and
Cannot replace the recurring operating revenue needed to support day‑to‑day functions.
For context, a $1 million endowment typically generates approximately $40,000-$50,000 annually in spendable revenue under standard payout models, which is insufficient to fund large operational expenses such as faculty lines or major academic programs. For this reason, structural expense alignment and enrollment stabilization must move forward in parallel, while longer‑term strategies like endowment growth build over time.
Can we eliminate athletics to save money?
Athletics provides both academic, social connection, student development, and financial value to the institution:
Student‑athletes have a 14% higher academic success rate than the general student population.
The department has maintained a cumulative GPA above 3.2 for more than 40 semesters.
Half of UCCS student‑athletes are from out of state, generating additional tuition revenue.
SGA consistently identifies athletics as a meaningful contributor to school spirit, engagement, and sense of belonging.
Athletics is conducting an operational review for efficiencies, consistent with reviews occurring across all campus units.
“One way to do the budget cuts would be to cut what they did originally with temporary money…” Why can’t temporary (one‑time) funds continue supporting ongoing operations?
Ongoing activities that have been supported with one‑time dollars are being reviewed as part of the budget process. One‑time funding is appropriate for:
pilot programs,
start‑up costs, or
temporary needs.
However, one‑time funds cannot support recurring expenses indefinitely, because they do not replenish. Correcting mismatches between temporary funding and permanent activities is a critical step in resolving the structural deficit and achieving long‑term financial stability.
Where is the data from faculty/staff experience survey and are they being used during these next financial processes? (Asked in Online form)
The Staff Qualification Data and the Faculty Experience Data Projects are strategic initiatives designed to systematically collect and integrate comprehensive experience and qualification information for all faculty and staff into the Human Capital Management (HCM) system. Centralizing this data strengthens our HR analytics, supports strategic compensation planning, and enhances our ability to identify and address disparities over time. This work aligns with our commitment to a more transparent, equitable, and consistent employee experience. HR is in the final stages of uploading faculty experience data and continues to audit and update these records to ensure accuracy throughout an employee’s time at UCCS.
Importantly, the data collected through this project is already informing the university’s Compensation Strategy, which is included as a key line item in the Healthy Campus Initiatives. This project is not about eliminating positions—quite the opposite. The goal is to better understand how we can improve compensation for faculty and staff over time. Because elevating salaries requires ongoing investment, this analysis helps us determine how we can responsibly fund this work through strategic growth, revenue generation, or expense reductions. These insights guide long‑term financial planning to ensure we can invest in our people in a sustainable and equitable way.
Can UCCS consider alternative work modalities such as 9‑month staff appointments or four‑day workweeks?
Alternative work arrangements can be considered when they are operationally feasible, aligned with university policy, and compatible with staffing and service requirements. Any proposed changes would need to:
Maintain required service levels
Ensure continuous support for students and campus operations, and be evaluated for financial and operational impacts
These options may be explored where appropriate, but no decisions have been made.
Can more staff work remotely to free up space on campus?
Remote or hybrid work arrangements are assessed based on operational needs, service expectations, team effectiveness, and the nature of each position. While space utilization is part of ongoing efficiency discussions, decisions about remote work must also ensure:
Productivity is maintained,
Student‑facing services remain accessible, and
Units can function cohesively.
Remote work may help with space management in certain situations, but it is not the primary driver of these decisions.
Do high vacation balances affect the university’s budget?
No. Vacation balances represent a financial liability, but they are not a driver of the current structural budget deficit. While managing leave balances responsibly is good practice, it does not play a significant role in addressing the budget gap.
Will UCCS offer another retirement incentive or “retirement push”?
There are no plans to explore or implement another retirement incentive program at this time.
How does removing base‑salary increases from the budget scenario align with a ‘culture of care’, especially when raises were included in earlier drafts?
Compensation remains a priority; however, recurring salary increases require recurring revenue. Addressing the structural budget deficit first ensures that future compensation commitments are sustainable. Non‑base‑building adjustments are included early in the plan, with base‑building increases phased in contingent upon achieving defined revenue thresholds.
What is UCCS doing to improve enrollment and retention?
Formal implementation of the Strategic Enrollment Plan (SEP) is underway through eight active task forces, and many initiatives are occurring in individual units. Additional initiatives are planned for future years, Spring 2026 SEP‑aligned work includes:
Formation of Advising Transformation / Enrollment Center services.
Operationalization and scale of the Concurrent Enrollment initiative.
Planning and development led by the Continuous Improvement & Assessment team.
Ongoing work across Course Scheduling, Financial Wellness, Integrated Communications and the New Student Experience Taskforces.
This includes timely review and acceptance of prior learning credits and transfer credits to help with recruitment of transfer students, graduate, and working professionals in a timely manner with lower costs.
Redesigning recruitment to meet students where they are (traditional students, working professionals, rural learners, community college students) so UCCS remains competitive and accessible for Colorado’s evolving population.
Increasing outreach to adult learners via flexible program options and clearer on‑ramps back into higher education.
Strengthen communication with prospective and continuing students to clearly define and reinforce the campus services component of our student value promise.
Slate CRM: Ongoing enhancement to strengthen coordinated recruitment, enrollment, and retention strategies.
Learn more: https://strategy.uccs.edu/sep
How is the university addressing concerns about recruitment pipelines (PPSC, local districts, adult learners)?
The SEP includes targeted strategies to strengthen and diversify recruitment pipelines, including:
Deepening partnerships with local institutions, including Pikes Peak State College, Pueblo Community College, and Arapahoe Community College.
Deepening partnerships and cultivating new relationships with local school districts.
Expanding transfer‑friendly pathways.
Expanding and emphasizing assured admission pathways.
Intentional cultivation of a sustained partnership with Peak Education.
How much money is UCCS spending on marketing and recruiting students, and how does this compare to peer institutions?
UCCS currently spends under $2 million annually on marketing, branding, and its contract with EAB. The EAB portion funds direct, targeted outreach to prospective students who meet admissions criteria and live in geographic areas with strong enrollment potential. These markets are evaluated regularly, and UCCS adjusts targeting as new opportunities emerge, or previous markets produce diminishing returns.
By comparison, institutions of similar size typically spend between $5.5 million and $7.5 million per year on marketing, branding, and recruitment efforts. This means UCCS invests significantly less in these areas than many peer campuses, even as enrollment competition intensifies across the region and nationally.
How will enrollment strategy be communicated going forward?
Enrollment strategy updates and expanded initiatives will be shared as the SEP implementation progresses, including progress, data, and key initiatives via:
Emails and UCCS News highlights
Leadership updates and EMSA town halls
College/division meetings and campus events
The goal is clear, transparent communication so the campus understands roles in enrollment growth, student success, and long‑term sustainability.
What does cybersecurity enrollment look like?
The total headcount for cybersecurity pathways is over 700. From AY2020 to AY2025, overall UCCS enrollment decreased almost 10% while Cybersecurity enrollment increased more than 44%. Since last year (AY2024 to AY2025), cybersecurity enrollment increased 3.8%.
How is UCCS helping students feel more connected to campus and university administration?
Campus leaders are committed to students feeling connected to campus through some of the following examples. Host monthly meetings with SGA leadership to hear student concerns and share updates
Regularly attend student events to maintain direct connection with the student community
Campus invested in a new platform, Nearpeer to help students engage with their peers immediately after applying to UCCS.
Engagement leaders were created last fall to help connect students from their arrival on campus with events, clubs, programs, and resources.
New CRM platform allows for personalized communication to prospective and current students, as well as their families.
Partnership between Wellness Promotion and faculty to embed mindfulness, positivity, and resilience skills and activities into course content.
Partnership between colleges and Career Center for career readiness skills and internship opportunities
Interim Vice Chancellor for Enrollment Management and Student Affairs conducted multiple student focus groups representing UCCS demographics to understand:
why students choose UCCS,
what keeps them here, and
why some students leave
Strengthening student belonging by providing the Nearpeer “belonging before arriving” platform.
Findings from these sessions were shared with campus and college leadership to guide retention-focused improvements. Other college and university-level administrators also provide opportunities for dialogue and welcome student input.
What improvements are being made to student‑facing services such as advising, tech support, and career services?
UCCS is actively strengthening student‑facing services across advising, technology support, and career readiness to improve the student experience and increase retention and persistence.
Advising
Degree Audit Redesign:
Advising is updating the degree audit to make each student’s academic pathway clearer, easier to follow, and more aligned with timely degree completion.
These improvements also encourage students to take 30 credits per year, helping minimize additional tuition and fees that accrue when degree completion extends beyond four years.
Creation of a Student Enrollment Center:
Multiple advising‑related offices have been relocated within Main Hall to create a more student‑focused environment.
Advising will convert part of its space into a student enrollment center designed to support:
concurrent enrollment students
current UCCS students
prospective transfer and first‑year students
This central hub will streamline access to advising and academic support.
Career Services
The Career Center continues to expand offerings that help prepare students for internships and employment, including:
free workshops on résumé writing, interview skills, and job readiness
ongoing development of new internship opportunities
access to donated professional attire so students have appropriate clothing for interviews
individualized guidance on career pathways
Career Center staff are strengthening community partnerships, helping students apply their classroom skills in real‑world environments and increasing access to experiential learning.
Technology & General Student Support
While this specific question focuses on advising and career services, improvements across technology support—such as expanded student‑facing communication through Slate, improved onboarding tools, and enhanced access to support services—are also part of the broader SEP implementation and modernization efforts.
Can we bring back academic advisors for incoming freshmen?
Incoming first‑year students already have full access to academic advising and are required to meet with their advisors during their first semester. Advising availability is expanding to support prospective transfer and incoming first‑year students, and new advising spaces in Main Hall are designed to offer a more student‑centered experience.
What actions are being taken to improve the first‑year and continuing student experience?
The SEP prioritizes a seamless, supportive student journey, including:
Strengthened first‑year programming and new student experience.
Improved advising, academic planning, and proactive student support services.
Increased belonging and well‑being initiatives.
Enhanced campus communications and removal of operational barriers that impact persistence.
See task force sections below for specific actions and current updates.
SEP Task Force Portfolio & Updates
Advising Transformation / Enrollment Center
Focus: Improve navigation of enrollment, onboarding, advising, and re‑enrollment by reducing complexity and strengthening coordination across student services.
Update:
Designing an Enrollment Center concept as a centralized, student‑centered hub (in‑person + virtual) for undergraduate, graduate, and online learners.
Leveraging Slate and Canvas to reduce administrative barriers, enable proactive outreach, and strengthen recruitment and retention at key transition points.
Concurrent Enrollment
Focus: Strengthen pathways for high school students by improving coordination, access, and scalability of concurrent and dual enrollment.
Update:
Fall 2025: Centralized Extended Studies Academic Outreach & High School Programs as the single point of contact for districts and students—streamlining processes and reducing barriers
Spring 2026: Advancing MOUs and deepening district partnerships to support sustained growth
Impact & Scale:
28 active MOUs in place statewide; outreach continues weekly.
+85.14% headcount growth (+63 students) in concurrent enrollment from AY 2024–2025 to AY 2025–2026.
Growth of +133 students over two academic years, starting from 4 students in AY 2023–2024.
Now 10.4% of Spring 2026 non‑degree enrollment.
Policy context: Colorado HB 26‑1078 would expand qualified off‑campus courses for concurrent enrollment, reducing barriers like transportation, bell schedules, and geographic constraints, and supporting equitable, scalable growth.
Continuous Improvement & Assessment
Focus: Advance evidence‑based decision‑making by aligning metrics, monitoring progress, and evaluating SEP outcomes.
Update:
Compiling baseline data aligned to SEP metrics and assessing progress on prior SEP initiatives.
This year’s Annual Report will establish baselines (see SEP page 48) and assess enrollment, retention, and student experience metrics.
Launching a formal SEP outcomes assessment, with results shared each July for the next four years—reinforcing transparency, accountability, and continuous improvement.
Link to the SEP PDF:
https://strategy.uccs.edu/sites/default/files/2025-10/251023_UCCS%20SEP%20Enrollment%20Plan_Revised.pdf
Course Scheduling
Focus: Improve scheduling effectiveness, transparency, and predictability to support student progression and enrollment stability.
Update:
Ad Astra implementation begins Spring 2026; full functionality by Fall 2027
Scheduling Oversight Committee reconvened to improve communications (course cancellations, waitlists, key processes).
Academic Affairs, EMSA, and Administration & Finance are collaborating with colleges to translate manual, student‑facing processes into streamlined, scalable solutions that enhance course availability, reduce conflicts, and clarify academic pathways.
Financial Wellness
Focus: Support access, affordability, and persistence by improving cost transparency and predictability for students and families.
Update:
November 2025: CU Board of Regents approved the UCCS undergraduate tuition plan (anticipated start Fall 2026); final JBC approval expected this semester.
Establishing a predictable tuition framework mitigates price sensitivity, improves cost transparency, and enables effective financial planning—supporting recruitment, reducing cost‑related stop‑out, and improving retention.
New Student Experience (First‑Year)
Focus: Review the new student journey (orientation → first year) to identify opportunities to improve engagement, persistence, and institutional affinity.
Update:
Conducting structured interviews with SMEs (informed by NISS and prior retention work) to understand:
what students experience at each stage,
where they struggle at key transitions,
what decisions influence persistence, and
where friction or unmet needs occur
Timeline: Phase 1 (discovery) to be completed by year‑end; Phase 2 (implementation) will prioritize interventions, align responsibilities, improve processes/policies, and identify targeted investments.
Integrated Communications (Student Messaging)
Focus: Strengthen the clarity, timing, and coordination of student communications across recruitment, enrollment, and persistence.
Update:
Centralizing UG/GR communications within Slate, embedding milestone‑based journeys, and expanding faculty/advisor visibility into student data and early alerts.
Since July 2025, more than 250 personalized campaigns have launched for prospects, parents, and current students.
January 2026: 285,189 messages delivered with a 60% unique open rate—validating the effectiveness of coordinated, data‑informed journeys.
Outcomes: reduced duplication, improved timing/relevance, and earlier targeted interventions at critical points.
Slate CRM (Platform Enablement)
Focus: Provide the foundational CRM infrastructure to support coordinated recruitment, enrollment, and student success communications.
Update:
Phase 2 of 3 phases complete: full deployment of Admissions and Student Success functionality—Slate is now the central CRM for the full enrollment lifecycle
Processing gains: Nearly 50% of completed undergraduate applications now reviewed/processed within 24 hours
Operational impact: Reduced manual effort and duplication; improved visibility and coordination across recruitment, admissions, advising, and success teams, freeing staff for high‑impact student‑facing work
Student experience: Real‑time visibility into application/admission status, enrollment checklists, and key contacts, clarifying next steps and smoothing the transition from prospect to enrolled student
What’s ahead in Spring 2026:
Expand/refine communications for yield and early persistence
Integrate UIS online CRM functionality and data into Slate for an end‑to‑end experience
Enhance faculty engagement with early alerts and student progress indicators
Deepen integration of coursework, enrollment, and engagement data to enable proactive outreach and timely intervention as part of a comprehensive continuum of student care
Recruitment, Yield & Retention Impact:
With Admissions and Student Success fully implemented, Slate enables coordinated, milestone‑driven, and personalized engagement that:
reduces friction during recruitment and enrollment,
strengthens yield at key decision points,
clarifies pathways to enrollment, and
(with upcoming integrations) improves retention via earlier insights into engagement and academic progress.
Communications, Metrics & Reporting
Ongoing communications: Leadership updates, emails, UCCS News, town halls, college/division meetings
Annual SEP Outcomes Assessment: Published each July for the next four years, establishing baselines and tracking progress on enrollment, retention, and student experience metrics (per SEP p. 48)
Transparency & accountability: Task force updates will continue to tie actions → outcomes, enabling continuous improvement.