Vision for the Proposed CU-Boulder Administrative Restructuring

January 22, 2001

Vision: The University of Colorado at Boulder intends to lead in learning, research, teaching, and service to benefit and enhance the quality of life for the people of Colorado.

Nearly 125 years ago, the citizens of Colorado embarked upon a monumental task — to move their fledgling state to the forefront of national prominence in education, culture and financial welfare. They made commitments and decisions that formed the foundation for one of the finest environments for learning in the world. They didn’t build the Flatirons, but they planted many seeds that have grown to tall trees — among them, the University of Colorado at Boulder.

The result of many years of dedicated effort and investment, the University of Colorado at Boulder has emerged as one of the leading public research universities in the country. It is a source of great pride and prosperity for the citizens of this state. The accomplishments of CU faculty and students have contributed greatly to the advancement of Coloradans, and their impacts stretch well beyond the borders of our state. As members of the University community, we can all take pride in what the institution has achieved. As we come upon the 125th anniversary of the University, it marks an occasion to celebrate these successes, but also an opportunity to ask what the future holds for this fine institution.

I, for one, see great things in our future — and I know I am not alone. However, greatness is rarely the result of contentment. Accomplishments and progress will not search for us; we must search for them. We cannot say that we are satisfied with what we have done and where we are at this time, or we will certainly not be in this revered place for long.

By many accounts, the University of Colorado at Boulder is considered to be among the top 25 public research universities in the country, but our position in this elite group is not assured. Ultimately, our place among the best universities will be judged by how we meet our challenges and create the most robust and supportive intellectual environment possible for our students and faculty. Our decisions should be framed by our desire to solidify our national reputation for being among the best.

In doing so, we must work closely with the citizens of this state and their elected officials to address the pressing issues of our time, and emphasize the value of a premier research university in this effort. We have a responsibility to provide them a vision of our future and insight into how this University will play a role in the betterment of Colorado.

Success will hinge on developing and retaining an outstanding faculty and preparing students to make a difference in the world. We will provide a learning experience at Boulder that is rigorous and innovative — on a par with what is perceived to be the experiences at Michigan, Berkeley, North Carolina and Virginia — while also maintaining our outstanding success in research and building graduate programs that prepare the next generation of scholars and leaders.

To advance this agenda, over the next five years we will endeavor to increase graduate student enrollment to over 5,000. We will bring faculty salaries in line with our AAU public peers, add at least 30 endowed chairs, and become more selective in the recruitment of undergraduates. We will provide them with an exceptional learning experience, that will include opportunities for small group interactions and an introduction to hands-on research, aimed at improving our retention and graduation rates. We will continue to develop the campus leadership and diversity. We will modernize the campus infrastructure and use technology to support learning and improve campus efficiency. Perhaps most importantly, we will identify and selectively invest in those academic programs in disciplines and interdisciplinary areas that will represent the basis of our excellence and achievement. These areas of emphasis may come from both existing areas of excellence and new opportunities. We will do this within the spirit of shared governance, and with the support and input of our other constituencies.

To this end, as one major step, I am announcing a new administrative structure for the campus, which will allow us to better address the changing demands of our increasingly complex environment, and help lead us in meeting the challenges of the agenda I have described. The current administrative organization has been in place for over 20 years. During the intervening time, many changes have occurred within and outside the University that justify a new approach. The reorganization being proposed will clarify roles and represent a clearer identity of delegated authority. The proposed structure is similar to that employed at a majority of our peers, and was initiated by the North Central Association accreditation report.

As Chancellor, I will continue as the Chief Executive and Academic Officer. I will work closely with the President and Board of Regents to move our ambitious agenda forward. I will also devote more time and efforts in developing campus leadership; in the acquisition of resources, particularly through private fund-raising; and enhancing public, business and governmental relations. I will provide leadership for the campus on matters of strategic importance and be involved with daily campus activities through regular interaction with the Executive and Senior Vice Chancellors. In turn, the portfolios of the Vice Chancellors will focus on the critical success factors for advancing the institution over the next decade and beyond. Specifically:

• Vice Chancellor Phil DiStefano will be named Executive Vice Chancellor for Academic Affairs and Provost. He will have clear standing as second to the Chancellor and will be given responsibilities as chief operating officer in most academic matters. Along with the Chancellor, he will set campus academic priorities and oversee the day-to-day implementation of those priorities.
  
  
• Vice Chancellor and Dean Carol Lynch will be named Vice Chancellor for Research and Dean of the Graduate School, and will report to the Provost. She will be charged with leading and enhancing the management of the research enterprise, and increasing graduate enrollments. An emphasis will be placed on coordinating the research agenda with campus academic priorities, and on further integrating research into the learning process, at both the graduate and undergraduate level.
  
  
• Vice Chancellor Ron Stump will also report to the Provost, and in addition to his current student affairs responsibilities, he will oversee enrollment management and support for undergraduate education. This move will further promote the integration of student development into the academic learning process and improve the seamless interactions of in-class and extramural learning.
  
  
• Vice Chancellor Ric Porreca will be named Senior Vice Chancellor and Chief Financial Officer. He will work closely with the Chancellor and Provost on strategic planning, resource management and institutional effectiveness; and he will have general oversight of campus operations. He will be a principal advisor to the Chancellor and Provost, and will focus on ensuring links between campus priorities, resource management and performance assessment.
  
  
• Vice Chancellor Paul Tabolt will report to the Senior Vice Chancellor, with direct responsibilities for campus non-academic support services, including financial controls, human resources, facilities, business services, and safety. He will focus on developing and maintaining a modern and efficient campus infrastructure within the context of campus strategic priorities and available resources.