Spreadsheet: 7234ec1e-ff0e-421c-a1bf-f305ecf2af1b
Sheet: Sheet1

 |  | Flagship 2030 Strategic Plan University of Colorado at Boulder Progress Report for 2010 and 2011
No. | Strategic Initiatives | Action plans for the next 18 - 36 months | Responsible Officer | Timeframe
 | Core Initiatives
1 | Enhancing Education and Scholarship | 1A) Develop a multi-year faculty hiring plan and establish a cycle for cluster hires | Office of the Provost | 2010-13
 | 2010 - 2011 | Provost: Strategies, plans and procedures for faculty hires, multi-year hiring plans including cluster hires, in campus initiative areas, will be discussed with the deans and the Vice Provost.  The multi-year and cluster-hires of faculty will involve schools, colleges as well as campus initiative areas, (a) space science and aerospace engineering sciences, (b) biotechnology, (c) geosciences, (d) renewable and sustainable energy fields, and (e) computational science and engineering.  The initiative areas are actively discussed by the faculty leadership of the various initiatives and administration.   The biotech initiative and CIMB has already seen the benefits of cluster and multi-year search processes, where a number of successful faculty hires over a period of four years have been completed, and where the faculty searches have been interdisciplinary and aimed at the best available talents regardless of individual unit and department needs and up-front concerns where the new faculty members would fit.   In these searches the ultimate home departments of the top candidate(s) were only decided after completion of the searches. • works especially well when the search process focuses on several candidates at the same time, and where complementarity and best interdisciplinary fit of new faculty talents would be considered by the search committee.   This provides for broader coherence in the search effort and reduces unnecessary redundancy in competence and expertise among new faculty hires.   It will also have benefits in terms of research-start-up packages, which are envisioned to be shared among  the new faculty hires. • cluster-model for faculty hiring is considered by the various campus-level initiatives, and it is expected that the deans will follow similar approaches for optimally hiring the best qualified faculty, also over periods spanning several years.  2011 Provost: • Ten new lines have been allocated to the CIMB effort • Law School dedicated next 3-4 hires to interdisciplinary
 |  | 1B) Strengthen academic support infrastructure by hiring additional staff in key areas | Office of the Provost | 2010-12
 | 2010 - 2011 | [NAME], [NAME] and [NAME]:  [NAME], but especially academic units, departments and programs, is woefully short regarding staff support.  As the campus plans to hire additional faculty in broad fields of priority, it is important to also hire staff members, who will help make the academic enterprise more efficient and effective, and help provide for continuity and consistency in educational programs that support undergraduate and graduate education.   Based on peer comparisons, optimal academic staff support is in the range of 1 staff member to every 2 to 3 faculty members. • Staff support is also needed in non-academic fields, such as administration, student services, and diversity, equity and community engagement in order to enhance overall efficiency and effectiveness of required services. • The Office of Contracts and Grants recently (June 29, 2010) provided the Office of the VCR with a detailed (~10 yr) workload analysis and a 5 yr staffing and operations plan to better meet the sponsored research needs of our faculty.  This report will be reviewed by the VCR and Provost, and then presented to the collective senior administration.  2011 RM/SS/JS: AABAC will review this plan and resource request
 |  | 1C) Develop a long-term resource plan for the libraries | Provost & Dean of Libraries | 2010-12
 | 2010 - 2011 | Provost: In recent years the creation or emergence of versatile and robust electronic-media library resources signals extensive changes in the operations of traditional research-university libraries and libraries in general.   While most scientific, engineering ,  law, business etc. scholarly journals have, over the past decade, become electronically accessible,  digital access to textbooks, reference books and general literature  has only recently been accomplished.  The “Google Library Project” is the main agent for change in the digital-electronic age. • Our University Library will in coming years become actively involved in this change to electronic access of resources, and it is important that deans, chairs, directors and faculty, as well as research personnel become informed and involved in the process and changes that will take place. • It is believed that savings will be realized with regard to new book acquisitions and cataloging, as well as shelf storage.   It is also envisioned that the University’s external storage facility, Pascal, will become an important part of future planning. • The dean of the Libraries is working with colleagues within the Western Research Universities Library Association to develop strategies for transitioning to the electronic age, how to achieve cost savings through joint negotiation processes, and central storage and distribution facilities of print media.  2011 Provost: • On July 01, 2011, [NAME] tendered a 5 yr 'CU Libraries financial plan' for review by the Provost's office, and by the senior leadership. • This effort is ongoing in AY12
 |  | 1D) Incorporate opportunities for experiential education within a student's major, minor, certificate program, or general education requirements so that experiential education becomes a required component of the undergraduate curriculum | Provost and Deans of the [NAME] and Colleges
 | 2010 - 2011 | Provost: The faculty and administration of the College of Arts and Sciences have for the past three years been engaged in a discussion regarding the core curriculum to include or accommodate experiential learning, undergraduate-research-opportunity programs, study abroad, etc. learning experiences.  It is expected that the discussion will continue through AY 2010-11. • The core curricula and schedules of the undergraduate programs of the professional schools and colleges are typically specified by related accreditation agencies, although greater flexibility in course offerings has become available in recent years.   • The College of Engineering and Applied Science has over the past ten years incorporated capstone design experiences throughout the curriculum.  In addition the College implemented Discovery Learning, Research Experiences for Undergraduate, and Earn-Learn Apprenticeship Programs, which have been very successful, but which require extensive resources in terms of faculty mentoring, training, and materials.  These hands-on, active-learning and experiential learning programs have demonstrated positive results in terms of recruitment and retention of students, as well as motivation for further studies.  2011 Provost:   • In light of recent budget challenges, efforts to move toward requirements for experiential learning activities have been dampened.   • This continues to be a priority.  Focused opportunities for these types of activities may acrue from recent changes in the SJMC, and impending changes in CAP on the [NAME] campus.
 | 2010 - 2011 | The Learning Assistance (LA) Program, which was first implemented two years ago to serve select departments in STEM disciplines. It has now been substantially expanded to include additional departments, including Engineering.  It is anticipated that this highly effective, efficient and interactive peer-mentoring and learning program will also be incorporated in other fields such as the social sciences, humanities, etc. in coming years.  Recent studies have shown that the LA-program has substantial and positive benefits on students learning across many disciplines.  It appears that the LA-program holds the promise to be the most positive influence on the undergraduate curriculum on our campus.   Presentations on the LA-program and its learning outcomes were made to the deans, chairs and directors this past Academic Year.  2011 Provost: • Spring 2011, Provost requested a 'white paper' from Profs [NAME] and [NAME] on a LA financial plan.  • The LA paradigm might provide for increased faculty credit hour production, student financial aid, and improved outcomes in a cost neutral or positive fashion.   • Also interest in expanding this program to some of the social sciences and humanities disciplines
 | 2010 - 2011 | Dean/Grad School: The Graduate School’s commitment to the development of Professional Masters degrees, especially Professional Science Masters, can also be seen as part of the broad movement towards experiential education, since the emerging standards for these degrees nationwide almost invariably include internships in the field of study as part of the required curriculum.  The campus has moved ahead in the last two years to develop these degrees in a number of fields, where we have academic strength and where workforce requirements make degree-holders attractive to employers: energy, information technology, climate, remote sensing, a wide range of engineering disciplines, and others.  2011 Dean/ Grad School: • The Council of Deans approved of a PM MOU that provides guidelines for the development of new PM programs, with clearly articulated revenue sharing principles. Plan was officially accepted by the campus in July 2011. • VCSA: Career Services can provide assistance in creating programs, internships and ensuring consistency of terms and conditions for internships and experiential education, outside of the university.
2 | Fostering Research Excellence | 2A) Establish performance objectives and targets to meet desired outcomes including increasing number and quality of graduate students, providing more opportunities for undergraduate research, increasing funding from sponsored research and developing stronger linkages with the Colorado economy | Vice Chancellor for Research and Provost | Spring 2010
 | 2010 - 2011 | Dean/Grad School: Based on the record and experiences of many of our peer institutions (AAU) the approximate ratio between numbers of undergraduate and graduate students is in the range of 2:1 to 3:1, which has the benefit of enhanced quality in academic programs and course offerings, including increased faculty quality in that excellence in graduate students will benefit the faculty.  The current ratio on our campus is about 5:1.  Increased numbers of graduate students will also greatly benefit undergraduate students via instruction, laboratory interactions, research opportunities, mentoring and role models. • While individual faculty, centers, institutes, departments and programs have been successful in competing for excellent graduate students over the years, the campus will need to provide resources and assist with coordination in advertising, etc., especially with regard to attracting increased numbers of international graduate students.     • The campus, specifically Academic Affairs may need to expand its role in the support of greater numbers of graduate students in humanities and social science fields.     • During FY 2009-10 a pilot program was implemented for financial support of increased numbers of graduate students in three humanities departments, which is administered by [NAME].  2011-Dean/Grad School:   • The newly approved PM MOU is a signficant step forward and this should contribute to a fiscally responsible approach to growing graduate student enrollment on the campus.
 |  | 2B) Develop new model and support structure for the research enterprise | VC for Research | end of Spring 2010
 | 2010 - 2011 | VC Research: The research and scholarly productivity of faculty, departments, centers, and institutes has grown at an unprecedented rate in recent years from $ 280 million in research awards in FY 2007-08, to $ 340 million in FY 2008-09, to the present level of $ 454 million in FY 2009-10, while the infrastructure and support-personnel levels have essentially remained almost constant over the past 10 years, except in the areas of research compliance and integrity that have seen marked increases.   As the research awards levels have increased, so have the F&A, Indirect Cost Return levels increased in the same period from $ 53.6 million to $ 77 million. In comparison to peer institutions the campus’ research infrastructure and level of support personnel appear woefully short.  In order to remain competitive, provide essential support for faculty and research personnel, renewal of infrastructure in terms of upgraded research facilities, address increasing complexities and demands related to contract and grant management, and research compliance required by all federal funding agencies, the Office of the Vice Chancellor for Research need to obtain substantial additional resources. • It is proposed to directly link the funding of OVCR to research productivity, where a significant fraction of new ICR funds be devoted to proposal matching support, faculty start-up funding, seed-grant funding,  personnel support, including at the Office of Contract and Grants, and the Office of Research Integrity-IRB.    • This new financial support model may be based on a recent ICR benchmark year, where a specified fraction of the ICR is dedicated to funding the above-mentioned categories.  2011 VC Research:  No progress to date, but discussions are ongoing.
3 | Enhance Graduate Education | 3A) Increase the graduate population to 20% of the total population by identifying programs and disciplines with both the demand and capacity for growth. Prepare a proposal and develop a sustainable model for growth that doesn't require additional subsidies | Dean - Graduate School | end of spring 2010
 | 2010 - 2011 | Dean/Grad School: See also the description of the Professional Masters programs above.  Significant growth in the graduate student population will require new degree programs, ones that provide essential professional training for the employment opportunities of the future.  Much of the work force that will drive, for instance, what is called the new energy economy will require a kind of graduate training that combines scientific knowledge with an understanding of policy, business, law, etc.  As noted above, a number of such degrees are in development.  It is expected that all Professional Masters students will be self-supported. • It is estimated that nearly all departments, programs, units and institutes have capacities for expanded graduate student enrollment.   • In many cases the lack of funding to support the graduate students on teaching and research assistantships (TA, RA), Graduate-Part-Time-Instructor appointments, fellowships, traineeships, etc. remain the only obstacle.  Expanded numbers of graduate students in departments and programs will make the faculty better.  •  To achieve this goal  the campus and CU Foundation must increase its efforts to obtain financial support, expand advertising, and attract and retain top-talented graduate students.  2011 – Dean/Grad School:   • The newly approved PM MOU is a signficant step forward and this should contribute to a fiscally responsible approach to growing grad enrollment on the campus.
 |  | 3B) Pursue avenues for expanding graduate fellowship programs | Dean - Graduate School
 | 2010 - 2011 | Dean Grad School: The Graduate School is currently actively working with the CU Foundation to make graduate fellowships a fundraising priority; increasing fellowship endowments will be one of the chief priorities of the Graduate School in the upcoming capital campaign.  The GS is also exploring other means for supporting graduate students and is working closely with the Vice Chancellor for Research to use the significant increase in sponsored research funding to provide additional Research Assistantship positions.  The provost’s office, in response to recommendations from ARPAC, has provided pilot funding to support additional graduate support in selected humanities departments so as to explore the use of the RA model in those disciplines; such a model relieves those students from excessive teaching burdens and can help facilitate recruitment and retention of the best students. • To be more competitive in attracting highly talented masters and doctoral students, the campus, and Graduate School in particular, must substantially expend its graduate fellowship programs both in numbers and size of individual fellowships.   • Private sector fundraising with the assistance of the CU Foundation will be greatly increased, in addition to efforts to obtain graduate students stipends, fellowships, traineeships, assistantships, etc. from federal agency sources (NSF, NASA, DOE, NIH, etc.).   • While the campus and individual faculty, institutes and centers have been successful in obtaining federal funding for student support, private sector fundraising through gifts is substantially lagging behind in comparison to our peer institutions.  2011 – Dean Grad School:   • Graduate School and VCR interactions with the CU Foundation continue to be challenging.   • Several high level meetings in Spring and summer 2011 were convened to address this issue.
 |  | 3C) Establish a task force to assess the role and responsibilities of the Graduate School | Provost | 2010-11
 | 2010 - 2011 | Dean Grad School: The Provost will establish a faculty task force or study group that will assess the broader role and responsibilities of the Graduate School, which in recent years have taken on roles related to postdoctoral fellow development,  expanded Masters and Doctoral program and enrollments in many disciplines, formation of Professional Master Degree programs in many fields, Internationalization initiatives and expanded activities at the graduate, postdoctoral, and faculty levels, to name a few. 2011 – RM/SS/JS:   • This specific goal has been tabled over the last 12 months and may now be moot.   • The formal separation of the offices of the Grad School and VCR in 2011 met one of the key FS2030 objectives.   • The Grad School is now more intensely engaged in the development of international programs, and has recently assumed a new role subsequent to the SJMC discontinuance.
 |  | 3D) Develop a 5-year plan to assess land use and identify strategies for more graduate housing | VCSA, VCA & Dean - Graduate School | 2010-12
 | 2010 - 2011 | VCSA: The plan for increased graduate housing is a part of the Campus Facilities Master Plan Process.  (Approximately 850 Graduate & Family Housing units are projected to be needed by 2020. Currently looking at 3 potential communities = Williams Village, North of Boulder Creek, East Campus.)    2011 - Deb Coffin: • HDS plans to re-develop north of Boulder Creek Graduate and Family Housing area.  Will require a public/private partnership for development with HDS as manager.
 |  | [NAME]:  Preliminary master planning study of the area North of Boulder Creek indicates potential for more graduate student housing. | Master [NAME] and Study for the North of Boulder Creek are both underway. Completion:  Spring 2011
 | 2010 - 2011 | DPS:  Ensuring new housing opportunities.  Incorporate the additional needs of public safety response (Emergency Telephones, additional security/police staffing).  DPS IT involvement in construction project reviews to include guidance on antenna, BDA, etc. and work towards a campus wide standard to ensure enhanced communication throughout our buildings/campus.  PTS participated in the Master Plan process relative to study and recommendation to land management and development standards that allow for parking space and travel demand reductions associated with new construction and redevelopment.  TDM changes would directly affect graduate housing.  PTS has direct involvement in review of program plans and design documents which have potential impacts to infrastructure resources managed by Parking Services. 2011 - DPS:   • Emergency management will work with Facilities Management concerning flood risks for new graduate housing near Boulder Creek.  Emergency Management will research funding opportunities for mitigation efforts for residences that may potentially be built in the Boulder Creek floodplain. | Ongoing
4 | Ensuring Access | 4A) Develop a plan for managing enrollment growth at a modest rate through 2030 | Sr. Vice Chancellor/CFO | 2010-11
 | 2010 - 2011 | Sr. VC-CFO: Enrollment projections were established in the Flagship 2030 document, and have been revised modestly over the past year.  These projections are currently being used in other planning efforts, including, for example, the 10-year master planning process.   These projections will be reviewed annually and revised as necessary to best represent our plans and efforts. • The implementation of the ISIS project has prevented any new enrollment planning at the school/college and academic department level during this past year – but establishing a process for involving the schools/colleges in more comprehensive enrollment planning is still a goal for this coming year.  • To support these efforts, the campus budget office has been developing a new enrollment-based funding model, which is designed to create greater interest and accountability around enrollment management at the school/college and departmental levels.   • This model is currently being reviewed by the Senior Vice Chancellor and the Provost to consider implementation prior to the next academic year.
 |  | 4B) Review financial aid policies and consider necessary changes to financial aid packaging | Sr. Vice Chancellor/CFO | 2010-11
 | 2010 - 2011 | [NAME]: Funding for financial aid has grown significantly over the past five years, primarily as a result of state rules requiring 20% of resident tuition increases greater than inflation to be allocated to need-based residential financial aid.  The campus has been studying the aid policies through the student tuition and aid board, but no formal request to develop a new plan or strategy has been requested – primarily because of the ISIS implementation, but also in recognition that the Board of Regents continue to be active in discussing financial aid policies.  In the absence of any new direction from the Board in the current fiscal year, the tuition and aid board will be asked to work with the office of financial aid early in the FY2011-2012 to review the current policies and make recommendations to the Chancellor as appropriate.
5 | Supporting the Mission | 5A) Consider campus operational needs for staffing and strategic hiring by creating staff positions where needed | all Vice Chancellors | 2010-12
 | 2010 - 2011 | 2010 - VCSA: Student Affairs and HDS will be hiring new positions to staff the new residence hall at Williams Village next year and to address the additional bed capacity in other halls (e.g., Hallett and [NAME]). 2011 - VCSA:  Limited new housing and dining staff were hired to address increased amount of sales/services in Center for Community. 2011 - Office of the VCSA established a new position: Student Behavior Case Manager to oversee threat assessment. Decision made to support risk management and liability issues associated with threat assessment best practices.
 |  | VCA: FM is refining the process of determining the operational costs associated with new facilities coming on line.  Realignment of existing resources takes place on a routine basis, and the departmnet was particularly impacted by recent budget cuts.
 |  | [NAME]:  EH&S partnering with VCA & VCR to develop compliance and safety strategies for Bio research on campus. Consultant hired to perform program review which will include research application review process, training requirements, resource allocation and overall campus compliance with funding agencies. Funded through EH&S plant funds. |  | Summer 2010
 |  | DPS:  UCPD internal reorganitzation under our strategic plan to assign specific personnel to events management and security operations for better customer service and enhanced safety and security for campus operations.  Enhancements in UCPD recruitment and hiring processes to better screen incoming candidates (includes our internal decision to send new hires through dedicated academy processes). UCPD efforts under our strategic plan to increase commissioned officer strength to achieve platoon staffing levels.  UCPD "pay parity" efforts to ensure staffing levels are sustainable with lower attrition due to lack of competitive pay/benefits is minimized.  Parking Services has created some efficiencies through increased technology and automation of "on-line" services.  In particular, these have occurred through the business operations unit of the department.  Staffing in the area has been slightly reduced rather than increased while still meeting the operational needs to serve campus.
 |  | 5B) Develop a plan for funding and implementing the "employer of choice" efforts | VCA and HR Director | 2010-12
 |  | HR:  CAREER DEVELOPMENT:  HR has created a partnership with the campus Career Services office to refer CU staff alumni for career counseling.  Career development guidance and support was identified as a top five theme in the 2012 Employee Engagement Survey. HR is putting together a list of resources our employees can access to assist them with career development and guidance. This will be on the HR website in late summer 2012.
 |  | HR:  MARKETING STRATEGIES:  [NAME] and enhance the HR website in a way to enhance our recruitment strategies and better market UCB as an employer of choice, and provide information to employees about why UCB is a great place to work. The first phase of the new HR website was launched in May 2011 and was built on a Sharepoint platform. This platform allowed HR to more easily and efficiently update web content and provide the capacity for eforms which will create efficiencies when submitting information to HR. |  | 2010
 |  | HR:  EMPLOYEE ENGAGEMENT: HR conducted an employee engagement survey in January-February 2012 which received a 68% response rate as well as a lot of informative feedback.  Five key themes have been identified and will provide the basis for strategic planning and goal setting for HR initiatives during the next 12-18 months. They are (1) recognition, (2) childcare and eldercare, (3) career advancement, (4) leadership development and mentoring, and (5) compensation.
 |  | HR:  ALTERNATIVE WORK OPTIONS:  HR has created alternate schedule and work at home (telecommuting) guidelines on their web page that can serve as resources for campus departments regarding flexible work arrangements for their employees.
 |  | HR:  WORK-LIFE INITIATIVES: Human Resources has identified an individual (.25 FTE) who serves as an information resource for the campus and assists the Faculty Staff Assitance Program (FSAP) with its work-life seminar series. The FSAP continues to provide work-life programming and seminars which have been very popular including topics such as weight loss, grief, new moms support group, love and logic programs, stress reduction, eldercare and hospice services, estate planning, mindfulness and others for the campus community.
 |  | 5C) Support and improve the campus climate for staff and enhance recognition programs | VCA and HR Director | 2010-12
 |  | VCA: Human Resources reports that 50 new employee recognition programs were created between 2009-2011, an approximate 65% increase in the number of recognition programs on the campus. This was a key theme that emerged from the 2012 Employee Engagement survey. HR will continue to work with campus departments to update or enhance their current recognition programs or create new ones.
 |  | 5D) Consider providing emergency dependent care for all employees | VCA and HR Director | 2009-10
 | 2010 | VCA:  In February 2012, HR led the implementation of Sittercity for all [NAME] campus employees and graduate students. Sittercity is a web-based solution that allows employees to obtain childcare and eldercare services, along with tutoring, pet care and housekeeping services. SIttercity has a national network of providers for which the campus is paying the enrollment fee for employees. Employees pay for the service. This is a very cost effective way to help employees balance work and life needs. This is also the first dependent care program implemented on our campus in more than 10 years.
 |  | 5E) Explore developing a child care facility on the East Campus as part of Master Plan Process | VC for Administration | 2010-12
 |  | VCSA: Student Affairs currently owns and manages a childcare center on campus but it is located in a flood zone and will need to be relocated.   Ongoing discussions will need to occur regarding capacity and who will pay for building and operation of the new facility and oversee the program.
 |  | VCA:  Facilities Management recommends utilizing a consultant to determine programmatic needs so facility options can be developed; options may include incorporating the center in part of another building |  | 2010-12
 |  | 5F) Initiate a high level policy discussion of the benefits of flexible work options for employees | VC for Administration | 2010-12
 |  | VCA: This discussion is ongoing. |  | 2010
 |  | 5G) Develop a joint strategy to ensure safety and security needs are addressed on campus | VCA and VCSA | Spring 2010
 | 2010 - 2011 | VCA: This is an ongoing effort that involves the VCA, VCSA, CUPD, CUSG, Facilities Management and Emergency Management to address all components related to safety and security on campus.  The VCA and VCSA will work jointly to develop a plan for overall safety and security on campus involving their respective units. Some examples of work accomplished to date include: the annual lighting walks; guidance provided by campus officers for campus affiliates during potential active-harmer situations; campus officers' participation in Student Affairs' Student/Parent Orientations each summer that provide information to support personal safety decision-making by students and their parents; installation and renovation of outdoor lighting; using the CURE system to facilitate building locking and unlocking; and joint efforts among Parking Services, CUPD and Athletics to ensure general popoulation safety at major events. Emergency communications/warning systems have been a large focus for Emergency Management and the Department of Public Safety. A working group of Public Safety and University Communications staff has been created and is working to prioritize and develop strategies to increase the campus' ability to warn affiliates about emergencies. The campus Emergency Operations Center is currently being updated to increase functionality. Emergency management staff continue to improve procedures and communications among various emergency response groups including the Boulder EOC, the campus EOC, the campus Policy Group, and field staff. Emergency Management has conducted several table-top exercises and will be formalizing the training and exercises over the 2012-13 academic year.
 | 2011 | VCSA: Housing and Dining Services has aggressively addressed security issues in the residence halls, for example: electronic access has been installed in all Residence Halls external and most residents' room doors; cameras were added in main entries to all Residence Halls and tied to UCPD system; contractors were instructed in special requirements for working in occupied space on campus; periodic reviews of campus night lighting were evaluated; Operations  have decreased vehicle traffic on sidewalks; expanded "public view monitors" or live surveillance at 24/7 hall desks; building automation control points have increased by 252% (23,315 monitored points) to cover all fire, life, safety critical building equipment, and track preventive maintenance items to increase efficiency; newly approved Turf Management practices by HDS, FacMan and CUSG will for the most part  eliminate the use of  chemicals on campus turfs in the next couple of years.
 |  | VCSA in conjunction with University Communications is developing preventive safety messaging to students during strategic times (residence hall move-in, winter breaks, etc.). Student Affairs has developed a student threat assessment process to prevent harm to students, faculty and staff which will identify and monitor students who may be a threat to self or others; secured three years temporary funding to pilot intervention program.
 |  | 5H) Implement sustainability practices and model sustainability outcomes for all | VCA and VCSA
 | 2010 - 2011 | VCSA: Student Affairs cost centers (UMC, Recreation Center and Wardenburg as well as smaller resource centers) are required to follow zero waste management standards when hosting events or providing catering to cost centers and student organizations.  Housing and Dining Services assists the campus Sustainability Director in meeting the Governor's Goals for Greening of State Government, goals as well as President's Climate Commitment. HDS also developed and implemented the Eco Star Challenge to enable sustainable student behavior; completed a performance contract to change out all electrical and water fixtures to efficient replacements; renovated  [NAME], Andrews Hall, Buckingham Hall, and Smith Hall achieved LEED Gold certification; achieved LEED Gold certification for the Center for Community; achieved LEED Platinum certification for [NAME]; implemented zero-waste events; implemented live printing report system for all departmental printers & for each staff & supervisor to monitor printing; developed & implemented a pilot program partnering with 4 local farmers to provide fresh produce; implemented a pilot program for reusable grab-n-go containers at C4C grab-n-go locations; purchased electric cargo vehicles for retail and catering; and introduced solar energy panels at Bear Creek as covered parking, generating 100 mW per year. The HDS plans for sustainable practices in the next 18-36 months include: utilization of the gray water at Williams Village North; striving for LEED Gold certification for the renovations of Kittredge West, the re-construction of Kittredge Central, and the renovation of Baker Hall; and developing and deploying virtual desktop computingreducing power by 75% for each of the 500 staff computers.
 | 2011 | VCA: The VCA and VCSA have proposed a campus wide approach to sustainability coordination and operations which is overseen by a Sustainability Executive Committee chaired by the Vice Chancellor for Administration. This effort leads seven Sustainability Action Teams including Energy, Water, Petroleum, Zero-Waste, Chemical-Free Turf, Sustainable Food, and Communications and Education.
 | 2010-2011 | VCA:  Parking and Transportation Services efforts include seven eGo car share vehicles; participation in the development of campus Bike Station parking; purchase of solar-powered revenue control equipment such as multi-pay stations and single head [NAME]; participation in several alternative mode projects with campus partners to foster split-mode enhancements for the campus such as enhanced campus bike parkingand the addition of four bus shelters; relamping the two existing parking structures from Sodium Halide fixtures to energy efficient [NAME]'s; and reduction of fleet vehicles and replacement of existing vehicles with fuel efficient models. Parking Services has proposed a new "flexible" parking permit program and infrastructure to provide better parking cost incentive in support of drivers moving toward part-time use of more sustainable commute options such as carpooling, transit, biking and walking.    Transportation efforts include: increasing the recycling of motor oil, transmission fluid, CFC, antifreeze, tires, batteries, scrap metal, cardboard, paper, and glass; having the transit fleet run exclusively on [NAME] since 2003; purchasing Toyota hybrids; eliminating chemical parts washers and purchasing a hot water/steam cleaner that skims excess oil off and deposits it into a recycled oil tank; and plugging off drains in the Transportation Shop to avoid accidential spills into the sewer system.  Transportation is also exploring the possibility of purchasing an oil filter crusher to force all excess oil out of filters before they are disposed.  Public Safety has developed an alternative fuel vehicle program and has added an electric vehicle and four motorcycles for patrol, specialty operations and security depolyments. In addition, three additional low-fuel usage ATV-style vehicles were added to the fleet to increase functionality of the fleet. |  | Ongoing
6 | Investing in the Tools for Success | 6A) Pursue the development and acquisition of space or buildings to meet academic and research goals and needs | Chancellor, Provost & CFO | 2009-12
 | 2010 - 2011 | Provost/VC Research: In recent years the CFO/ Sr. [NAME],  Provost and Vice Chancellor for Research have been actively engaged in plans for acquiring new buildings on the east campus to meet research and academic needs.  The Boulder Campus has taken advantage of the recently depressed real estate market to acquire two strategic investments that will provide approximately 400,000 of additional research space.  These two building acquisitions are located in the CU-Boulder Research Park and include the properties located at 3665 Discovery Drive (100,000 square feet) and 4001 Discovery Drive (279,000 square feet). The two buildings are designed for dry lab and office use and will provide valuable surge space for campus research.  The 3665 Discovery Drive building will be designated for Space Sciences and will house the growing needs of LASP, the National Solar Observatory, and some publi-private partnerships. The 4001 Discovery Drive building with the addition of a wet lab will house the Geo-Sciences program, other research interests and several federal laboratories.   The new JILA addition is currently underway after extensive discussions related to sources of funding that include campus, NIST and federal contributions. The Systems Biotech will be on-line in AY12.    AVC-CIO: An element in the nascent campus-wide collaborative research computing environment is the development of an east-campus “condominium” data center in an existing building. In addition to the new supercomputer in its own container in the CINC building parking lot, a condo model data center, on-line beginning January, 2011, will provide a cost-effective, green, and productive location for faculty to place research computers and other hardware, and will provide an intellectual watering-hole for faculty to discover further computational collaborations across disciplines. A shared research computing data center will concomitantly enable decommissioning many of the small make-shift and ineffective “data centers” around campus.
 |  | VCA: The campus is currently drafting a program plan for a research building systems multi-tenant office building to address research space deficiencies and attract allies research partners. The building would be located on the East Campus on Discovery Drive.  The Campus has also made progress on the potential development of a campus-related hotel-conference facility.  A demand study has been completed and several potential sites have been identified.  Continued progress will occur as the real estate market for hotel development improves and as financing becomes available.
 |  | 6B) Establish high-level space planning committee to oversee space allocation processes | VC for Administration | 2009-10
 | 2010-2011 | The Interim Provost, Associate VC Academic Affairs, VCA, VC Research, [NAME], and key staff convened to discuss campus space utilization and high-level planning. It was determined that both space planning and allocation needs could be better addressed through greater coordination among the Planning Office, BCPC, and the Academic Affairs Office. Specifically, the following will occur: (1) Institution of a regular monthly meeting between the Associate Vice Chancellor for Academic Affairs and the Campus Architect/Facilities Planning to enhance coordination between academic planning and facilities planning. (2) Formation of a high level space allocation committee to review procedures, establish utilization guidelines and make recommendations on space use and allocation to the provost and chancellor.    The Space Management Advisory Committee (SMAC) was convened in Fall 2010. | VCA and Provost | Ongoing
 |  | 6C) Create planning body to streamline capital planning |  | Ongoing
 |  | [NAME]:  Accomplishments to-date: Contracting for professional services delegated from Board to chancellor; change of BCPC by-laws to remove feasibility studies from commission review; and flexibility legislation. | CFO and VCA | 2009-11
 |  | 6D) Fund and oversee the development of the next 10-year Master [NAME]
 | 2010-2011 | [NAME]:  Completed | CFO and VCA | 2009-11
 |  | 6E) Develop a plan to establish environmental sustainability as a central value with regard to facilities, transportation and parking, and track sustainability and    conservation efforts | VC for Administration | 2009-12
 | 2010 - 2011 | VCA: The VCA and the VCSA have proposed a campus-wide approach to sustainability coordination and operations which is overseen by a Sustainability Executive Committee chaired by the Vice Chancellor for Administration.  [NAME] has been appointed as the Campus Sustainability Officer to coordinate  sustainability efforts, monitor campus energy and water conservation efforts, and implement renewable energy opportunities. |  | Completed
 |  | 6F) Finalize the Carbon Neutrality Action Plan | VC for Administration | 2009-10
 | 2010-2011 | VCA: Completed
 |  | 6G) Review and modify as necessary the support models for facilities, operations and management services (i.e. Human Resources, Procurement, Finances and Public Safety) for the development of the East Campus |  | Ongoing
 |  | VCA: Facilities Management and Human Resources have had preliminary discussions and it was determined that there was no significant benefit to pursuing a new model for the East Campus support at this time given that most units will continue to receive support from their departmental administrative staff from their college, school or department's primary location. | VC for Administration | 2009-10
 |  | 6H) Develop plan to address critical deferred maintenance issues including funding mechanisms |  | Ongoing
 |  | [NAME]:  Facilities Management submitted a plan for an additional $20-$35 million of deferred maintenance needs above what is currently allocated.  FM, with assistance from their benchmarking service Sightlines, provided a presentation to the CEC on the general condition of the campus and what resources are necessary to maintain a minimum standard appearance and building condition. The campus funded a $15 million three-year deferred maintenance program. This program will focus on classrooms (not including A/V), instructional labs, critical and failing building systems, pedestrian safety and other campus facility issues. A classroom survey was sent to faculty and staff to determine what issues and concerns they would like to see addressed. The survey is being reviewed to prioritize. |  | Ongoing
 |  | 6I) Assess the needed infrastructure and technologies necessary to support video conferencing, teleconferencing, distance learning, library facilities and data center consolidation
 | 2010-2011 | AVC-CIO: Enhancements are underway to the existing data network that will provide for network-based videoconferencing and multi-case video streaming on-campus and to off-campus locations. The extent to which the campus can utilize these network capabilities in part depends on available funding for accompanying video equipment and some staffing support. Such capabilities support on-campus uses adjunct to class-room based courses, and distance education methods.   The condo data-center described in 6A will also serve instructional and enterprise computing needs. The enterprise/instructional equipment now located in the east-campus [NAME] data-center – the major campus data-center, a room that is obsolete, at maximum capacity, and in the 100-year flood plain – will be moved to the new data-center, allowing for expansion of enterprise/instructional hardware and consolidation of small distributed data centers used for enterprise/instructional computing.
 |  | 6J) Expand technologies to support the academic enterprise including pedagogical support and classroom technology | Chief Information Officer | 2009-12
 |  | AVC-CIO In addition to the pursuits described in 6A and 6I, which support pedagogical and classroom technology, a new Learning Management System has been selected to create a modern CU-Learn with greatly improved capabilities, the evolution of CU-Boulder’s many instructional computer labs is being formally studied (including increasingly moving the work of labs to student’s laptops, the network, and server-based access to instructional software, which can provide greater mobility and software access, free-up some lab spaces for other academic uses, and convert labs to learning spaces à la the Norlin Commons), and the Academic Technology group is beginning an effort to better coordinate the many programs and projects at CU-Boulder that address learning issues and include a strong technology component. Such coordination will enable more concerted efforts to research, assess, and evaluate how we use IT to support teaching and learning. Regarding physical classrooms, the Academic Technology group has been slowly augmenting and replacing classroom-based media equipment, the pace and refinement of which is funding-dependent.
7 | Learning for a Diverse World | 7A) Develop a program which promotes diversity and intercultural understanding for all new and continuing staff and faculty members | Vice Chancellor for Diversity, Equity and Community Engagement (ODECE) | 2009-11
 | 2010 - 2011 | ODECE is working with the BFA Diversity Committee to develop a statement on the educational benefit of diversity and inclusive excellence in addition to updating the UCB Diversity Plan “A Blueprint for Action”; is developing a workshop series working with the Faculty Teaching Excellence Program (FTEP); and, is developing plans to shape strategic objectives for staff with Staff Council co-chairs and Human Resources.
 |  | 7B) Help campus better understand its demographics and campus climate challenges | VC for ODECE | 2009-11
 | 2010 | ODECE is including annual climate indicators in the Diversity Summit and is charging the four Chancellor’s advisory committees to help define them; has created an immediate public response protocol for addressing high visibility incidents; is building programs that address projected state demographics; is building reciprocal community relationships to support students and bridge the town/gown gap; is partnering with campus groups to provide services to underrepresented undergraduate and graduate students; is continuing to develop an introductory course on campus climate and community engagement for all new students; and is working to create a welcoming environment for international students.
 | 2011 | ODECE: To better understand campus demographic and climate changes, ODECE has administered two campus climate surveys during the 2010 – 2011 Academic Year.  The first surveyed students to determine the social climate, with a response rate of 26% of census.  The second, the Higher Education Research Institute (HERI) Faculty Survey, collected data about faculty activities, perceptions, teaching methods, job satisfaction and personal experiences.  We received a 30% response rate on the HERI survey and the results will be available in July.  Based on the results from the HERI survey, ODECE will work with the Chancellor and Provost to address faculty concerns.  ODECE also continues to work with the four Chancellor’s Advisory Committees to enhance campus diversity.  Moreover, ODEC is continuing to develop a course to serve as an introduction for new students to campus climate and university community engagement.
 |  | 7C) Expand and enhance pre-collegiate outreach, engagement and services to K-12 communities within the constraints of available resources | VC for ODECE | 2009-12
 | 2010 - 2011 | In order to enhance the college readiness of Colorado’s youth and to recruit future CU students, ODECE is partnering with school districts, educational agencies and students and their families by: expanding the PCDP program in Roaring Fork (Glenwood Springs) and Summit County (Frisco) school districts; continuing the NSF Native American Science & Engineering Outreach project funded by donors in partnership with the University of Alaska and the CU College of Engineering and Applied Science; creating the donor-funded REACH Mentoring Project in partnership with the School of Education to enhance support for first-generation high school and college students; and partnering with the School of Education and the Colorado Department of Education to provide training to K-12 teachers, counselors and school district officials.
 |  | 7D) Partner with local community-based agencies and school districts to promote early development and scholastic achievement of students from first generation and economically disadvantaged homes | VC for ODECE | 2009-12
 | 2010-2011 | ODECE is spearheading collaborative relationships with university and community leaders to develop targeted strategies to enhance academic and social sustainability for marginalized communities. Positive relationships emerge and provide a solid basis for jointly promoting inclusiveness and addressing negative and unwanted behaviors on both the campus and within the surrounding community. Programs include the scholarships to Denver Public School students from the Denver Scholarship Foundation; computer building and training to underserved Denver area students in partnership with Colorado MESA and the CU Recycling Center; a summer intern program on campus for [NAME] “I Have a Dream” high school students; a summer youth sports camp with the Boulder Family Learning Center; the [NAME] celebration hosted with the City of Boulder and the Boulder Valley School District; outreach and scholarships from the Boulder County Latina Women’s League; academic preparation for Colorado Springs students in partnership with [NAME]; and a college preparatory program for low-income students in partnership with Colorado GEAR UP and the U.S. Department of Education.
 |  | 7E) Seek and secure external grants to enhance diversity programming and scholarships | VC for ODECE | 2009-12
 | 2010-2011 | ODECE continues to partner with key University faculty in applying for external grants such as with the NSF Engineering Research Center proposal ([NAME]); NSF Scholarship-STEM proposal (Noah Finkelstein/Physics); NSF Indigenous Alliance ([NAME]); and NOAA/NCAR collaboration with CU to feature national diversity speakers ([NAME]/Aerospace Engineering). Future grant submissions include  Colorado Clinical and Translational Sciences Institute; Talent Search, a TRIO Program funded by the U.S. Department of Education; and Special Education Preservice Training Improvement Grants funded by the U.S. Department of Education.
 |  | 7F) Establish a campus-wide advisory council to coordinate pre-college services on campus | VC for ODECE | 2009-12
 | 2010 - 2011 | ODECE is working with the School of Education to involve faculty research expertise to inform programmatic educational outreach strategies and to enhance staff professional development efforts across the CU LEAD Alliance and student support services units. The next step is to establish a council of key collaborator representatives to meet annually on CU outreach partnerships (i.e. key school district superintendents and directors from organizations including the Denver Scholarship Foundation, Daniels Fund, I Have a Dream of Boulder County, [NAME], Colorado MESA and Colorado GEAR UP).
8 | Serving Colorado, the Community and Our Graduates | 8A) Designate an office or administrative structure to better coordinate outreach and engagement activities and prioritize the needs for budgetary support | Chancellor & Provost | 2009-10
 | 2010 | This task has for the most part been completed during FY 2009-10. [NAME], Dean of Continuing Education & Professional Studies and Associate Vice Chancellor [NAME], was recently appointed to also serve as Associate Vice Chancellor for [NAME] and [NAME], where she will coordinate the many outreach and engagement efforts in the various schools, colleges, institutes and centers on campus. [NAME] and her staff have made significant progress in the development of a mechanism to track and communicate CU outreach and engagement activities in every region of Colorado.  This resource is now openly available on the Continuing Education website.                                                                                     The hiring of Frances Draper as the Vice Chancellor for Strategic Relations represents a key stride forward in developing the organizational and technical resources necessary for a more effective and robust communications and government relations effort on campus. The Office of the Vice Chancellor for Research has in recent years and at an increasing level become engaged in topics and initiatives related to economic development in the State of Colorado.  The VCR frequently interacts with the Governor’s Office of Economic Development and International Trade, specifically the Executive Director of OEDIT, as well as other State offices and agencies, which increasingly rely on input and support of the campus.  This is also reflected in the fact that the University, and specifically our campus, is a major economic driver in the State in terms of new company start-ups, attracting companies to the State, and the training of high-level skilled professionals and workforce development.
 |  | 8B) Establish a high level Council on University Relations to clarify institutional messaging, improve visibility of the campus and better promote an understanding of the University's role throughout the state. | Chancellor | 2009-10
 |  | The Chancellor establishd the Council on University Relations which consists of the Vice Chancellor for Strategic Relations, the Athletic Director, the Vice President for Development (CUF), the Executive Director of the Alumni Association,  the Associate Vice Chancellor for [NAME] and [NAME], and the Chancellor's Chief of Staff.
 | Flagship Initiatives
1 | Residential Colleges | 1A) Enroll 50% of all freshmen in Residential Academic Programs by 2010 | VC for Student Affairs | 2009-12
 | 2010 | VCSA: There are 2,237 students that are projected to participated in the RAP programs this Fall.  HDS currently has 5,848 bed available.  The percentage of RAP students living in the Residence Halls is projected to be 38.3% for this coming Fall.  As new buildings are built or remodled we will have more space to develop more RAPS and enroll more students.  VCSA:  39% of the freshmen enrolled in Residential Academic Programs/Residential Colleges at the residence halls in academic year 2010 - 2011.  This number is projected to increase to 43% in academic year 2011 - 2012. The limiting factors are historical RAPs' inability to provide 2nd year courses for returning students, the freshmen enrollment size of existing RAPS are large, classroom space is limited and cannot accommodate additional growth.
 |  | 1B) Appoint an implementation team to guide the partnerships and programmatic planning for the RAPS and develop the concept of the Residential Colleges by offering multi-year experience for freshman and upper class students | VCSA, [NAME] of A&S, AVC/Dean of Students, and Executive Director of HDS | 2009-12
 | 2010-2011 | VCSA: Team has been developed.  [NAME] (Arts & Sciences) and Deb Coffin (Student Affairs) are the co-chairs for the RAP Implementation Team.  The members are: [NAME] of Arts & Sciences, [NAME] Director of Housing & Dining Services, [NAME] of Residence Life, [NAME]. Dir. of Res Life, and [NAME] RAP Director.  VCSA: Implementation team is in place to solicit program proposals and make selections for new programs. Three new programs were selected for implementation in AY 2011-2012.  Two of these programs will reside in Williams Village North, the SEEDS program, and Sustainability by Design program. The third program, Business Residential Academic Program, will reside in Darley South.  The Smith Hall renovation is complete and will house the Global Studies Residential Academic Program in AY 2011-2012.  The Communications in Society Residential Academic Program opened in AY 2010-11 in renovated Buckingham Hall, and will grow to 150 residents in fall 2011
 |  | 1C) Develop Residential Colleges in Williams Village with a focus on environmental studies; Buckingham Hall with a program in Journalism; Kittredge West with a pre-health academic program; and Smith Hall as a global studies residential college | VCSA, [NAME] of A&S, AVC/Dean of Students, and Executive Director of HDS | 2009-12
 | 2010 | VCSA: In progress.  We are not at 50%.  Deans and faculty are critical to the success of residential academic programs at Williams Village.  Campus transportation challenges and travel time between campuses is an area of concern for faculty.      [NAME] by Design Residential College - Program Director - Dr. [NAME], Faculty in Residence - Dr. [NAME].  Recruitment of students begin December 2010.                                                     Pending:  Social Entrepreneurship for Equitable Develpment & Sustainability RAP    Buckingham Hall - Communications in Society RAP - Program Director Dr. [NAME] students is the target, currently 96 students have requested and been assigned.  Programs starts Fall 2010.                                                           Kittredge West - Pre-Health/Health Science Majors RAP - set to open in [NAME] 2012 with 300-350 residents.  Will move to Kittredge West - Fall 2013 withe the completed renovation of Kittredge West.  Participants will be approximately 325-350 depending on bed count available in Kittredge West.  Student will not be recruited until December 2011.                                      Global Studies RAP - Program Director Dr. [NAME] Temporarily in Cheyenne Arapaho through Sjpring 2011.  Will move to Smith Hall - Fall 2011 with completed renovation of Smith Hall.  There are currently 203 participants and are at capacity this year with 16 on the waiting list.  This program has been in existence for more than 10 years and has sustained the 200 or so population.  VCSA The Engineering Honors program has successfully implemented a multi-year program, with 2/3rds of the participants as sophomores and upper-division students.  Other residential academic programs are building a multi-year curriculum and are starting to attract sophomore and upper-division students.   The Pre-Health residential academic program is planned to open in [NAME] in  AY 2012-2013 and will move to the renovated Kittredge West residence hall in fall 2013.  There will be two (2) sustainability-focused RAP's in the new Will-Vill North facility.
2 | [NAME] | 2A) Do not plan to rigorously pursue this initiative yet, but will consider expanding the Honors Program across all schools and colleges | Provost and AVC for Undergraduate Education | 2009-12
3 | Experiential Education | 3A) Prepare a feasibility study to determine the infrastructure, leadership, timetable and budget necessary to have an experiential education requirement (3-6 credits) in place for the entering freshman class of AY2012 | Office of the Provost | 2009-11
 | 2010-2011 | Provost: The goal is to expand experiential education - such as study abroad, undergraduate research and creative-work opportunities (UROP, REU etc.), service learning, honors or senior thesis projects, entrepreneurial work,  etc., - to include all undergraduate students in all schools and colleges.  While individual units, department and programs coordinate or administer current experiential education programs, it is envisioned that a more formal central or distributed structure should be established to manage experiential educational programs and also assess outcomes, overall merit, and success of the many-faceted endeavors.  The Provost’s office will form a task force or study group that will address infrastructure and coordination, leadership, and budget needs.  Provost:   Little progress has been made toward this objective.  A task force or steering committee to address this issue will be convened in AY12.  The implementation timeline is necessarily delayed for at least one academic year.
 |  | 3B) Determine how the faculty merit evaluation process will recognize and reward faculty who provide experiential ed opportunities for students | AVC for Faculty Affairs | 2009-11
 | 2010-2011 | The Office of Faculty Affairs continues to work on methods to promote the recognition of faculty efforts in experiential education opportunities for students.  These efforts include modification of the Faculty Report on Professional Activities to include categories that are more amenable to recognizing activities in experiential education.  Dialogue with Deans and Chairs to promote the recognition of these types of activities, and to embed those in the various curricula across campus are ongoing. The FRPA now includes several categories that recognize faculty contributions to student experiential educational opportunities.
 |  | Provost/AVC FA: The campus, including primary units (departments and programs), schools and colleges, and the provost’s office through the Vice Chancellor for Academic Affairs Advisory Committee, which conduct formal evaluations of faculty for reappointment, promotion, and tenure and post-tenure, in addition to the annual merit reviews, has in recent years factored into the faculty merit evaluation process broader teaching, teaching-service, outreach and engagement measures.   These measures include experiential education, such as research experiences for undergraduate students (REU and UROP), coordinating and planning community service, service-learning, study abroad, to name a few.  The Faculty Report on Professional Activities submitted annually by faculty, has recently undergone changes to more accurately reflect what faculty do in support of the broader mission of teaching, research and service that takes place, and which further develops faculty in addition to serving the university, community, State and nation.
 |  | 3C) Develop a "CU in D.C." program for undergraduates | [NAME] of A&S | 2009-12
 | 2010-2011 | The College of Arts and Sciences hosted the inaugural year of the CU in Washington DC intern program (“CU in DC”).  Envisioned as both an academic year and summer program, CU piloted its summer program by placing 5 students in the Summer of 2010.  This small pilot allowed us to discover areas of strength and areas for improvement in our organization and marketing of this initiative.  Then funded jointly for two years by the Provost and by donors to the College of Arts and Sciences, we funded student internships at the US International Trade Commission, USDA Economic Research Service, Dept of Commerce, and in the offices of Congressmen Polis and [NAME]. The CU in DC program has now been approved and funded by the campus for full implementation in AY12 and AY 13.
4 | Colorado Research Diamond | 4A) Develop a plan to enhance and strengthen partnerships between major research universities and federal labs; develop facilities and infrastructure that are coordinated and complimentary; gain support from state government; promote and market the partnerships in a way that encourages industry and business investment in research and development in Colorado | Provost, Sr. VC/CFO, and VC for Research | 2009-12
 | 2010 | VC Research: This task has to a large extent been accomplished.  Partnerships with Colorado research universities are strong, particularly in the energy, water resources, and geosciences sectors.  Federal laboratory partnerships are being further solidified through the formation of our newest institute (RASEI; CU & NREL) and a new cooperative visiting scientist arrangement between CU and NIST.  The latter is being used as a pilot program for stronger programmatic and financial ties to our federal partners.  Partnerships with NIST, NOAA, [NAME], NCAR, NEON, USGS, etc. are very strong but will be developed further.  Partnerships with industry and businesses in broad sectors of our physical sciences and engineering fields are strong but will be developed further as well. Industry funding of research is one of the fastest growing portions of our portfolio.  The Office of the VCR has engaged the [NAME]’s OED for more regular visits to campus for the purposes of garnering legislative support, where appropriate, for R&D activities involving CU.   Provost, VCR:  Meetings have been held with the Presidents/Chancellors of the Colorado School of Mines, Colorado State University, and CU Systems and all have collectively agreed to pursue the Research Diamond concept.  Provosts at CU Boulder and [NAME]. [NAME] have met to identify several areas of interest that could be readily accomplished in the few years.  These include joint communication and legislative (federal and state) strategies.
5 | Transcending Traditional Academic Boundaries | 5A) The Office of Faculty Affairs will work with the deans of the schools and colleges and recommend revisions to the faculty merit evaluation process and guidelines for tenure and promotion in order to reward faculty participation in interdisciplinary work and experiential education | Provost & AVC for Faculty Affairs | 2009-12
 | 2010-2011 | Provost, AVC FA: In recent years academic departments and units, and Academic Affairs have considered interdisciplinary scholarly work, including teaching and research, as well as engagement and developments in experiential education as part of the evaluations of faculty for reappointment, promotion, and tenure.  Faculty Affairs and the Vice Chancellor for Academic Affairs Advisory Committee (VCAC) in collaboration with the deans will in coming years continue revisions or updating of faculty merit evaluation processes and guidelines that include the above-mentioned considerations.  Provost, AVC FA:  This is an ongoing effort.  The importance of this issue was amplified by the recent ICMT (Information, Communication and Technology) Task force efforts and the impending CAP changes that are occurring on campus.  Potentially new programs (schools/colleges) that may emerge will test the campus's commitment to cross-disciplinary efforts
6 | Building a Global Crossroads | 6A) Develop a strategic plan for internationalizing the campus; prepare an inventory of activities and resources currently dedicated to internationalization; and focus on increasing partnerships and exchange programs for faculty and students around the world | Dean - Graduate School & Director of [NAME] | end of 2009
 |  | Provost: [NAME] and [NAME] lead a task-force and effort sponsored by the American Council on Education (ACE) to develop a strategic plan for internationalization of campus, which began in 2008 to assess the level of international activity on campus.  The findings indicate a substantial and remarkable amount of international activity.  A formal report was prepared in November, 2009, which was presented to ACE and adopted by campus.   Moving forward into AY 2011, [NAME] will take on a leadership role in acting on many of the recommendations of that report.  In July 2010, an internationalization task force (chaired by Dean A&S) was constituted to examine various models and strategies to recruit international students to the [NAME] campus.  Toward this end, the group has engaged several private student recruiting agencies, and has made contacts with 5 public universities who have recently embarked on very successful internationalization programs; conversations between Provosts and Directors/Deans/Vice Chancellors of International Programs has begun.
 |  | 6B) Pursue legislation in 2010 to allow for an increase in international students without limitation by the current resident/non-resident enrollment restrictions | Chancellor | 2009-10
 | 2010-2011 | [NAME]. Counsel: Senate Bill 10-003, or the “Flexibility Legislation,” was passed and signed into law June 9th, 2010. The Flexibility  Legislation allows the CU system institutions and Colorado State University to exclude foreign students from the calculation of percentage in-state for minimum ratios specified in CRS23-1-113.5 (55% of new fall freshmen and 2/3 of total enrollment) so long as a) institutions continue to admit one hundred percent of all Colorado first time freshman applicants who meet the guaranteed admissions criteria, b) foreign students remain no more than 12% of total enrollment, c) the percentage in-state among incoming fall freshmen who were admitted through the window is at or above the institution’s average for the prior three years, and  d) institutions annually report to the CCHE showing that qualified resident students were not displaced and increased international students were a result of increased capacity.  Provost:   Significant progress has occurred. Legislation was passed and a campus iTeam was convened to begin to address all aspects of international student recruitment and retention (e.g., services, etc. ).
 |  | 6C) Increase the number of students who participate in study abroad from 28% to 50% of all bachelor degree recipients within five years | Director of [NAME] | 2009-14
 |  | As part of the inter-institutional dialogue that was identified in 6A (above), the internationalization task force is also looking at successful models of promoting study abroad opportunities for CU Boulder students.
7 | Creating University Villages | 7A) Include the concept of the "university village" in the campus Master [NAME] and consider the development of a hotel/conference center, affordable housing for faculty and staff, continuing adult education and executive education and partnerships with community colleges | Sr. VC/CFO & VCA | 2009-12
 |  | VCA: The Master Plan provides a broad, enabling and flexible framework within which such developments could occur.
8 | Alternative Degree Tracks | 8A) Consider the feasibility of offering accelerated bachelor's and master's degree programs | Provost and Deans | 2009-12
 |  | Provost, Dean Grad School: Academic Affairs has conducted a study of the feasibility and efficacy of implementing a plan or promoting completion of the BA degree in some Arts & Science programs and departments in 3 years.   This has been discussed by the deans, but not adopted.  Records indicate that 70-80 undergraduate students complete the BA degree each year in three years or less.  Typically, these students have Advanced Placement standing, International Baccalaureate credits from their high schools, enroll in summer session, etc. which enable early completion.  It is important that the campus support and encourage early completion of degree requirements, although the campus may not at this stage be able to formally implement curricula that guarantee completion of degree requirements within three years.  Academic Affairs (AVC [NAME]) has also prepared a proposal for an International BA/BS degree in related fields, which have been discussed in Deans Council.   The campus is already collaborating with Australian and Irish universities (University of Wollongong and University of Dublin) on joint- undergraduate programs in the sciences.  The Graduate School is actively promoting and supporting the formation of Professional Master Degree programs (PMA/PSM) in high-student-demand fields, such as remote sensing etc.  These PMA/PSM will be truly professional programs and mostly serve students, who have professional experience.  Presently, seven (7) new PMA/PSM programs are under consideration.  It is envisioned that most of these will be 12-month programs with a few lasting 18 months or three semesters plus a summer session.  The campus is also considering new regular MS/MA and PhD programs in emerging and interdisciplinary fields of demand at the national, state and international levels  that have broad appeal to potential students, which include sustainability, geosciences, telecommunications, computational science and engineering, biotechnology, etc.
9 | Year-round Learning | 9A) Expand curriculum offerings during the Summer Session to determine whether it is feasible to develop an on-campus, full enrollment summer session in the long term | Provost and Deans | 2009-12
 | 2010-2011 | Provost: The principal effort in this area to date is through Continuing and Education and Professional Studies under the direction of [NAME].  A test program on on-line summer course offerings started last year with 3 courses, and the 2010 summer session 10 courses are offered.  It is estimated that 30 courses will be offered online during the 2011 summer session.  While the faculty and members of the administration have expressed negative sentiments regarding an expanded summer session that could evolve to a “third semester”, it is clear that future student enrollment increases, potential summer-semester employment of regular faculty, perhaps in exchange of reduced academic commitments during one of the other semesters, availability of lecture and academic laboratory space, etc. will make a summer-session-semester more appealing.   This discussion will continue in Academic Affairs, Deans Council, Chairs-Directors-Deans meetings, etc.  Provost:  In the summer of 2011, 20 courses will be offered.
10 | Making Enterprise Work | 10A) Work closely and collaboratively with the system administration to evaluate alternative funding models and the university's relationship with the state | Sr. Vice Chancellor/CFO | 2009-10
 | 2010-2011 | The Senior Vice Chancellor, Senior Associate Vice Chancellor for Budget and Finance, and others in the campus administration continue to work regularly with the System Administration on funding matters – including tuition setting and state tax funding reductions.  However, this will likely continue to be an ad hoc process until the state economy improves.  Governor Ritter appointed a state-wide task force on higher education funding.  They have delivered a final report in the early fall of 2010.  It is currently unclear how this report may be used by the [NAME] administration.   In the fall of 2010 all of the higher education institutions have agreed to a funding model/allocation given state support remains above $550M.  If state funding drop below $550M, which it likely will for FY 2012-13 and beyond, a new allocation model will need to be negotiated/agreed upon by the various higher education governing boards.
 |  | 10B) Assist in developing potential legislation under an "Entrepreneurial University" label | Sr. Vice Chancellor/CFO | 2009-10
 | 2010-2011 | Sr VC-CFO The university administration successfully assisted in the development and passage of legislation in the spring 2010 session termed “flexibility for higher education.”  This legislation represents a major step in providing the managerial flexibility needed by higher education to survive in these financial difficult times – including exemption from certain sections of the state fiscal rules, capital approval processes, limitations on the matriculation of international students, and allowing the governing boards to set and approve tuition rates.  There are considerable reporting requirement associated with this bill.    Again in the spring 2011 higher education institutions worked with the legislature to receive further managerial flexibility through legislative change.  These additional changes focused four key areas (capital construction, student issues, employee issues and operational flexibility).  Among the changes to capital construction are a streamlining of the approval process for cash-funded capital construction projects, an increase in flexibility to use surplus revenue for a broader array of items as allowed by current law, and removal of purchases of land and education-related science equipment from the current definition of "capital construction."   For students, changes would include a streamlined process for implementation of a guaranteed tuition program, where students lock in a tuition rate for four years. Employee issues include a proposed expansion of health plan choices. Institutions would be allowed to offer group benefit plans to classified staff in addition to or in place of state plans. Finally, proposed changes related to operational flexibility include exempting higher education institutions from the requirement to use the Department of Corrections when disposing of surplus state property, and requirements that goods and services be purchased from Colorado Correctional Industries.
 |  | 10C) Revise the campus budget process and recommend enhancements by the end of spring 2010 for implementation in FY 2011 | Sr. Vice Chancellor/CFO | 2009-10
 | 2010 | SrVC-CFO: The budget office has developed a new enrollment-based funding model, which is designed to create greater interest and accountability around enrollment management at the school/college and departmental levels.  This model is currently being reviewed by the Senior Vice Chancellor and the Provost to consider implementation prior to the next academic year.  SrVC-CFO  A new enrollment-based funding model, which is designed to create greater interest and accountability around enrollment management at the school/college and departmental level, was implemented this year.  This model will continue to be examined and refined in future years.
 |  | 10D) Work with the President to determine an appropriate group of business and community leaders to advocate on behalf of the campus | Chancellor | 2009-10
 |  | Chancellor: In his State-of-the-Campus Address in October 2012, the Chancellor announced the creation of an Advisory Council to help the campus identify new funding sources, build support for new research partnerships, make innovations in how we serve our students and help the campus build and sustain its reputation in Colorado and across the nation.