Faculty Recruitment and Retention
Task Force Report - May 31, 2001

2.5 Additional Reports

The task force also reviewed several prior reports which address issues relevant to faculty recruitment and retention. Summaries of these reports are provided in the following appendices:

  • Appendix M - 2/18/00 CU-Boulder Research and Creative Works Task Force Report
  • Appendix N - 12/10/99 CU-Boulder Graduate Education Task Force Report
  • Appendix O - CU-Boulder Arts and Sciences Council Report on Retention, Career Management, and Academic Community
  • Appendix P - CU-Boulder Status of Women Report 2000 by the Chancellor's Committee on Women
  • Appendix Q - 10/28/97 CU-Boulder Arts and Sciences Report on Retention of Faculty of Color
  • Appendix R - 5/8/00 Memo from Faculty Affairs on CU-Boulder Faculty Demographics
  • Appendix S - 2/5/01 Chemical & Engineering News Article on Gender Equity: Promises Made
  • Appendix T - 3/13/01 CU System Diversity Symposium
  • Appendix U - 4/10/01 CU-Boulder Arts and Sciences Council Report on Faculty Raises

The reports cited above support the primary findings of the current report on faculty recruitment and retention, including the key roles of faculty salaries and benefits, research support, startup packages, partner/spouse employment, and a supportive environment. Appendix U, in particular, notes the demoralizing effect on faculty when the overall raise pool is insufficient to reward both faculty with "exceptional" merit (and/or outside offers) and faculty with "ordinary" merit with adequate raises. In addition, these reports raise the following related issues:

Finding #15 - In supporting faculty research and creative work, there is a need for increased campus funding for internal grants, graduate-student support, proposal matching, library collections, and administrative and clerical support (Appendices M and N).

Finding #16 - State support for higher education is relatively low in Colorado, and there is a need for state-supported grants and for state matching of major educational and research proposals (Appendix M).

Finding #17 - Graduate enrollments at CU-Boulder have declined by more than 10 percent in the past decade, and there is a need for financial incentives (such as higher stipends and reduced tuition for appointed graduate students) to increase the pool of graduate students (Appendix N).

Finding #18 - A faculty recruitment, retention, and benefits web site and office are needed to provide coordinated information on faculty issues such as benefits, dependent care, housing assistance, spouse/partner employment, dependent tuition, leave policies, promotion and tenure, and mentoring (Appendix O).

Finding #19 - Gender-based job segregation (e.g., 74 percent of faculty and 80 percent of campus officers are male) and salary disparities exist at CU-Boulder (Appendix P). Similar national trends were discussed at the Presidents Workshop on Gender Equity in Academic Science & Engineering, held 1/29/01 at MIT, with the participants agreeing to work toward diversity, equity, and recognition of individuals with family responsibilities (Appendix S).

Finding #20 - African American, Hispanic, and Native American Faculty at CU-Boulder are underrepresented relative to their respective population percentages in Colorado and the Nation (Appendix Q).

Finding #21 - Contrary to reported national trends, the projected number of faculty retirements from CU-Boulder (campuswide, with likely variations by college or discipline) is not expected to increase significantly over the next 20 years (Appendix R).

Finding #22 - The CU-Boulder faculty resignation rate (not including retirements) increased to 3.4 percent in 1999 from 2.0 percent over the previous five years, exceeding the recent resignation rate of 2.2 percent reported by the University of California (Appendix R).

Finding #23 - Similar to national trends, a higher portion of women than men left CU-Boulder, with women representing 25 percent of the total faculty in 1998-99 but 48 percent of the departing faculty for the previous five years (Appendix R). Moreover, assistant professors left at by far the highest rate, with 32.8 percent of all CU-Boulder assistant professors departing voluntarily over a five-year period, compared to only 3.3 percent and 4.5 percent for associate professors and full professors, respectively.

Finding #24 - In general, replacement costs are much greater than retention costs, and yet continuing budgets for faculty retention packages are lacking. For example, the startup costs to replace a faculty member are $200-400K, or more, in natural sciences and engineering (see Table 4), whereas a fraction of these costs would go a long way in providing research assistance, laboratory renovations, travel funds, and/or a faculty fellowship to help retain a current faculty member. Moreover, a productive faculty member may bring to the University about $100K per year in indirect costs on research grants, but it would take several years for a new faculty member to generate the same level of external support.


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Last modified: April 8, 2005