The University of Colorado Law School is one of the top public law schools in the United States.
The world of legal education faces a series of disruptive changes. Challenges to law schools include increasing student debt and, in recent years and likely for the near future, a more difficult employment environment for newly minted law school graduates. Colorado Law is well positioned to continue to provide its students with a high-value experience at a reasonable cost. Notably, we benefit from very talented students, faculty, and staff, a desirable location, and a relatively lean cost structure (including limited reliance on already limited and disappearing state support).
For Colorado Law to thrive, we must, at a minimum, continue to attract outstanding applicants, offer a high-value and affordable education to our students, and place students into satisfying jobs after graduation. Our initial efforts focused principally on career placement are already bearing important and encouraging results; these results underscore that a team effort and well executed strategy can enable us to adapt to a changing environment.
Maintain and improve Colorado Law as a nationally recognized innovator and the regional leader in the changing legal landscape based on the quality of our scholarship, teaching, and curriculum, all of which deliver a high value to our students and serve our communities.
BASIC INITIATIVES WE WILL PURSUE
(specific plans in service of these to be developed)
(1) Identify and recruit incoming students who are most likely to succeed.
(2) Recruit and retain faculty and staff who provide the highest value and to contribute to our vision, supporting scholars and teachers striving to be at the top of their field.
(3) Explore and expand innovative course offerings, teaching methodologies, and educational experiences that will develop the breadth of competencies to enable our students to thrive in a changing professional environment.
(4) Develop a series of external outreach and internal efforts that position our graduates for satisfying and financially sustainable traditional and non-traditional legal jobs.
(5) Manage our financial model, enabling us to weather the decline of state support while holding the line on any future tuition increases. In particular, we must:
(6) Engage our alumni, the legal profession, and our broader community more effectively to support our overall goals and enhance our community, thereby raising the quality of the educational experience and creating opportunities for our students.
(7) Maintain and build on our centers and specialty areas (e.g., natural resources, energy, and environmental law; technology and intellectual property law; entrepreneurial and business law; and public service) that attract students, create opportunities for faculty, staff, students, and alumni, and contribute to the overall community.