Strategic Plan for Academic Affairs (1996)
In response to our charge, and in the context of the reports from the eight
Working Groups that formed plans and recommendations for the betterment of
CU-Boulder, we propose recommendations in each of five areas. The rationale
and strategy for the implementation of each recommendation are presented in the
body of the report.
(I) THE EDUCATIONAL EXPERIENCE OF BOULDER'S STUDENTS
- I.1. CU-Boulder should develop a more personalized undergraduate
educational experience, particularly for its first-year students (both freshmen
and transfers). Each beginning student should choose an ``Academic
Neighborhood" that will provide both a small-class experience in a course of
value and interest and an ongoing opportunity for academic and career advising.
- I.2. To facilitate the implementation of Recommendation I.1, we
suggest a reorganization of existing University employees to allow the
appointment of a campus administrator for first-year students who will report
to the Vice Chancellor for Academic Affairs. The University should also
consider the possible benefits of administrative rearrangements across the
offices of the Vice Chancellors for Academic Affairs and for Student Affairs.
- I.3. The personalized education of more advanced undergraduates
should be enhanced by further investments in existing programs that provide
opportunities for individual or small-class instruction, such as the
Undergraduate Research Opportunity Program (UROP), the Honors Program, the
Minority Arts and Sciences Program (MASP), the Minority Engineering Program
(MEP), the Summer Minority Access to Research Training (SMART) program, and
programs for service-learning.
- I.4. The plans now under development to establish five-year
academic programs leading to combined Bachelor's/Master's degrees should be
encouraged and brought to fruition.
- I.5. Departments that train graduate students should evaluate the
breadth and size of their educational programs to ensure that there is a good
match between the substance and level of the training offered and the likely
job opportunities available to their graduates.
(II) INTERACTION BETWEEN CU AND THE COMMUNITIES IT SERVES
- II.1. Develop the University's programs for service-learning and
teaching- or research-outreach. Existing programs that help students, staff,
and faculty to work outside the University on issues related to their areas of
professional expertise should be supported and publicized. Other campus units
should be encouraged to articulate their own definitions of service-outreach
and service-teaching to help broaden the utility of the University to the State
of Colorado in particular and to our society at large.
- II.2. Improve the utility and accessibility of our academic
facilities to both existing students and the public at large through
invigorated Summer School and Extension programs, through proactive efforts
to recruit students, and through the use of new University capabilities in
(III) SUPPORT FOR TEACHING, RESEARCH, & CREATIVE WORK
- III.1. Recognize and reward the scholarship of teaching.
- III.2. Require each academic unit to articulate broad definitions
of teaching/learning and research/creative work that are appropriate for its
faculty's breadth of interests and that will recognize the value of good
- III.3. Promote a diverse Boulder Campus faculty, staff, and
- III.4. Improve the University's resources for the support of
scholarship and creative work through improved coordination between officers of
the Boulder Campus, the CU Foundation, and the University Technology
Corporation. The University should consider a direct reporting structure
between the CU Foundation (Boulder Campus) and the Chancellor.
- III.5. Provide access to the Internet for all members of the Boulder
(IV) CLIMATE AMONG THE FACULTY, STAFF, AND STUDENTS
- IV.1. Implement procedures that will encourage civility
among the members of the Boulder Campus community.
- IV.2. Encourage consultation with the faculty, staff, and students
in administrative decision-making processes.
- IV.3. Encourage all departments to adopt flexible procedures to
foster legitimate faculty productivity over the course of an academic career.
- IV.4. Establish a structure for faculty compensation that is fair,
accountable, efficient, and stable.
(V) THE BUDGET PROCESS BY WHICH CU ALLOCATES RESOURCES