Colorado State University System Board of Governors Meeting Agenda August 4-6, 2021 BOARD OF GOVERNORS MEETING August 4-6, 2021 555 17th Street, Denver, CO 80202
WEDNESDAY, AUGUST 4, 2021
Optional tour of Spur Campus, 1:00-2:30 p.m.
COMMENCE BOARD MEETING, Suite 1000, Lincoln Room 3:00 p.m.
BOARD MEETING – CALL TO ORDER
1. EVALUATION COMMITTEE, Suite 1000, Lincoln Room 3:00 p.m. – 5:15 p.m.
Board Informal Dinner – Coors Field, Suite 32 – (Social Event) 6:40 p.m.
THURSDAY, AUGUST 5, 2021
RECONVENE BOARD MEETING
EVALUATION COMMITTEE, Suite 1000 Lincoln Room (Executive Session) 9:00 a.m. – 12:30 p.m. Armando Valdez, Chair
RECONVENE BOARD MEETING IN OPEN SESSION, Mt Elbert Room, 2nd Floor 1:00 p.m. – 5:00 p.m.
2. CHANCELLOR’S REPORT (40 mins) 1:00 p.m. – 1:40 p.m. • Board education around critical higher ed topics of both local and national importance Retention and Persistence – Tony Frank 3. Board Training, BOG Policy 130 – Jason Johnson 4. Action on Board Policy 100, 104, 105 and 128 5. CSU Spur Update
3. CSU REPORTS (45 mins) 1:40 p.m. – 2:25 p.m. • Student Report – Presented by Christian Dykson (10 min.) • Faculty Report – Presented by Melinda Smith (10 min.) • President’s Report – Presented by Joyce McConnell (25 min.) CST – Sub-deadlines presentation
BREAK (10 mins)
4. CSU GLOBAL REPORTS (45 min.) 2:35 p.m. – 3:20 p.m. • Student Report – Presented by Paige Martinez (10 min.) • Faculty Report – Presented by Sara Metz (10 min.) • President’s Report – Presented by Pam Toney (25 min.) New Strategic Plan and Direction – Vision and Strategy
5. ANNUAL ATHLETICS REPORTS 3:20 p.m. – 4:10 p.m. • Supreme Court Ruling on NCAA Student Payments – Jason Johnson (10 mins) • Colorado State University Pueblo – Presented by Paul Plinske, Athletic Director (20 min) • Colorado State University – Presented by Joe Parker, Athletic Director (20 min)
Page 1 of 3 Colorado State University System Board of Governors Meeting Agenda August 4-6, 2021
6. CSU-PUEBLO REPORTS 4:10 p.m. – 4:45 p.m. • Student Report – Presented by Mikayla Lerch (10 min.) • Faculty Report – Presented by Chris Picicci (10 min.) • President’s report – Presented by Tim Mottet (15 min) Employee Compensation Report and Analysis presentation
Board Dinner – Panzano, 909 17th Street, Denver, 80202 (social event) 5:30 p.m.
FRIDAY, AUGUST 6, 2021
RECONVENE BOARD MEETING, Mt Elbert Room, 2nd Floor 9:00 a.m. – 2:00 p.m.
BOARD MEETING – CALL TO ORDER
7. BOARD CHAIR’S AGENDA (5 min.) 9:00 a.m. – 9:05 a.m.
8. PUBLIC COMMENT (15 min.) 9:05 a.m. – 9:20 a.m.
9. AUDIT AND FINANCE COMMITTEE (1.1/4 hr) 9:20 a.m. – 10:35 a.m. Russell DeSalvo, Chair Audit Items • Internal Audit Dashboard • Status of FY 21-22 Audit Plan • Review of Audit Reports Issued • Status of Past Due Audit Recommendations Finance Items • FY 2023 Campus Budget Scenarios (Initial FY 2023 Budget) • Action on Annual Approval of Institutional Plan for Student Fees: CSU and CSU Pueblo • CSU System Treasury Update
10. ACADEMIC AND STUDENT AFFAIRS COMMITTEE (1.5 hr) 10:35 a.m. – 12:05 p.m. Steve Gabel, Chair • New Degree Programs CSU – Graduate Certificate Substance Use Disorder Identification and Treatment • CSU Faculty Manual Changes Section C.2.1.9.3 Membership and Organization • CSU Global Faculty Handbook Revision • CSU Pueblo Faculty Handbook Revision • Program Review Schedule 2021-2022– CSU, CSU Pueblo • Approval of Degree Candidates – CSU, CSU Pueblo, CSU Global • CSU Degree Report 2019-20 • CSU Promotion and Tenure • System-wide Reports Faculty Activity Report – CSU, CSU-Pueblo,
LUNCH (30 mins)
Page 2 of 3 Colorado State University System Board of Governors Meeting Agenda August 4-6, 2021
11. REAL ESTATE/FACILITIES COMMITTEE (1 hour) 12:35 p.m. – 1:35 p.m. Russell DeSalvo, Chair Executive Session Open Session None
12. APPROVAL OF CONSENT AGENDA (5 min.) 1:35 p.m. – 1:40 p.m.
13. EXECUTIVE SESSION (30 mins.) 1:40 p.m. – 2:10 p.m.
ADJOURN BOARD MEETING 2:10 p.m.
Next Board of Governors Board Meeting: September 28-29, 2021, CSU Fort Collins
APPENDICES I.Construction Reports II.Correspondence III.Higher Ed Readings
Page 3 of 3 Section 1
Evaluation Committee
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Section 2
Chancellor’s Report
SYSTEM AT THIS MEETING MISSION Operate as a dynamic whole • CSU FC Courageous Strategic Transformation which advances human and economic • Annual Athletics wellbeing through access to excellence across all • Faculty Activity three institutions, benefitting Colorado and the world. • Retention • Evaluation
MISSION MISSION MISSION INNOVATION DELIVERY INTEGRATION AREAS OF STRATEGIC PRIORITY Rapidly respond to the Leverage academic and Deliberately engage with a STRATEGY market through operational expertise across the diverse array of partners to innovation and research. System to create stronger ensure our work brings critical • CSU Pueblo Financial Sustainability programs, improve student value to the community. • Portal Initiatives success and create effectiveness. • Rural Colorado • Student Success • Access and Affordability PORTAL INITIATIVES • Allied Health Programs • CSU System Campus at the • Allied Health Programs/ One • Hubs NWC Health • Government Relations and WORK • Todos Santos Campus ANNUAL CALENDAR OF REPORTS • Operational Efficiencies Across Initiatives • ACC Sturm Collaboration AREAS Campuses • Economic Development Campus CSU Pueblo Fiscal Sustainability Community Partnerships • • August: Athletics, Faculty Activity, Institute for Cannabis • Rural Colorado Initiatives VISIBILITY Research, Evaluations • Raise Visibility in Media October: Agriculture, Enrollment, Public Safety Markets December: Student Success, Reserve Investments, Research OUTCOMES STUDENT ACCESS, AFFORDABILITY AND SUCCESS • FISCAL STRENGTH • COMMUNITY IMPACT February: Mini Retreat May: University Budgets, Government Relations, Colorado State Forest Service, CWI INSTITUTIONAL STRATEGIC PLANS June: Retreat June 2021 Board of Governors Retreat 1
COLORADO STATE UNIVERSITY SYSTEM CHANCELLOR’S REPORT August 5, 2021
CSU-System Wide • The three campus Provosts and System Chief Academic Officer Rick Miranda, together with Special Advisor to the Chancellor Kathay Rennels and CSU Fort Collins Vice Provost Kelly Long, completed their participation in a National Association of System Heads (NASH) Leadership Academy. The CSU System team focused its conversations on how the System can facilitate progress on rural initiatives for the state. They met monthly with seven other NASH teams from around the nation. • The CSU System represented Colorado higher education as an evaluator for the Salazar Center’s Thriving Cities Challenge. The Challenge sought proposals that envision transformative change to improve the equity, health, and resilience of communities around the world through nature-based solutions. The pitch event for the selected finalists will be Sept. 28. • The CSU System was represented at the United Veterans Coalition of Colorado annual banquet honoring Colorado’s community of military veterans. The keynote speaker was CSU alumnus (MBA, 2010) Brigadier General Scott M. Sherman, director of joint staff for the Colorado National Guard. In this capacity, Brigadier General Sherman was named by Governor Polis to lead the state’s COVID-19 vaccine task force in planning and executing the state’s vaccination plan. • The Systemwide rural initiative approved by the Board of Governors in June was the subject of a July 18 story in The Denver Post. Chancellor Frank subsequently shared the article directly with all Colorado legislators to make them aware of the initiative, and CSU Fort Collins Vice President Blake Naughton shared it with statewide county commissioners. • Dr. Bronwyn Fees, associate dean of academic affairs at Kansas State University, will join the CSU System as an ACE Fellow this fall. Fees is one of 52 emerging college and university leaders for the 2021-22 class of the ACE Fellows Program, the longest-running higher education leadership development program in the United States. • The CSU System continues to work closely with the campuses to share best practices in areas of communication, finance, IT, partnerships, and other key arenas.
Campus Updates • CSU Pueblo and CSU Fort Collins were two of the four campuses to earn Hunger Free and Healthy Minds designations from the Colorado Department of Higher Education in June. Along with Fort Lewis College and Metropolitan State University, they were recognized for their work to end hunger and address the metal health needs of their students. • CSU Pueblo received more than $17 million in the state’s Long Bill to renovate its Technology Building to enhance academic programming in STEM, education, and automotive industry management.
• “The Great Experiment: CSU 150 Years” documentary produced by Frank Boring, Blake Miller, and Bryan Rayburn won a 2021 Silver Telly Award in May. The documentary highlighted the history and mission of Colorado’s land-grant university. The Telly Awards, founded in 1979, is a major international competition honoring excellence in video and television across all screens. This year, the competition included more than 12,000 entries from all 50 states and five continents. • Chancellor Frank continued conversations with the City of Fort Collins around the Hughes property. At its regular meeting July 20, the Fort Collins City Council approved changes to its City Plan to reflect the re-zoning of the Hughes property, as approved by city voters earlier this year. • Chancellor Frank joined President McConnell and CSU Warner College Dean John Hayes in hosting a visiting delegation from Kansas Wesleyan University. The delegation of trustees, along with KWU President Matt Thompson, were on a “learning journey” to gain a fresh perspective on innovative organizations and how they’re structured and operate.
CSU System Government Affairs – Federal • Chancellor Frank has been actively engaged in a variety of federal outreach efforts within and outside of the Colorado delegation.
CSU System Government Affairs – State • Chancellor Frank attended a bill-signing event hosted by Governor Polis on June 29, at which the Governor signed a law providing bond funding for the National Western Center project. • Along with the rest of state government, the CSU System celebrated the Governor’s signing of the Long Bill on May 17, allocating the state’s budget for the coming fiscal year. • Discussions are continuing at the state level around allocating the roughly $3.8 billion in fiscal recovery funds anticipated to flow to Colorado under the American Rescue Plan Act. • Both CSU Pueblo ($34,708) and CSU Fort Collins ($60,000) received scholarship funding from the Colorado Opportunity Scholarship Initiative, which was created to increase attainment of postsecondary credentials and degrees for underserved students in Colorado. • Chancellor Frank and Senior Vice Chancellor Sobanet continue to have targeted outreach with Colorado legislators, with the help of state lobbying team Mike Feeley and Rich Schweigert.
Statewide Partnerships • Chancellor Frank joined the University of Colorado Board of Regents at its July 14 retreat as part of a small panel of Colorado state leaders to discuss higher education leadership and moving CU forward following the departure of President Mark Kennedy. • Chancellor Frank and Senior Vice Chancellor Sobanet have been participating in Denver Metro Chamber and Colorado Concern meetings and information sessions. • Chancellor Frank joined Mayor Hancock, the Western Stock Show Association, the National Western Authority, and Colorado Counties, Inc. in hosting a roundtable conversation about the
importance of a healthy, thriving agricultural industry in Colorado and how urban, suburban, and rural Colorado can best come together in support of our economic future. • Chief Educational Innovation Officer Becky Takeda-Tinker has met with some of the largest acute and non-acute healthcare providers that serve Coloradans regarding their employee education and up-skilling needs. We are now in internal discussions about how the System might address those needs. • Through her role as an executive board member and chair of the Workforce Education Council for the Colorado Business Roundtable, CEIO Takeda-Tinker led the organization’s first in- person event of the year May 19, “The Education Continuum for Colorado’s Economic Success.” Two hundred people attended the event. In July, she hosted the Colorado Business Round Table Board at the CSU System. • Dr. Takeda-Tinker also served as the CO higher education evaluator for the SyncUp Challenge, which features $5 million in grants to support Colorado-based education-to-employment partnerships. Sponsors of the Challenge include Ben & Lucy Walton of ZOMALAB, Governor Polis, Skillful, and Strada Education Network. • SVC Sobanet, Associate Vice Chancellor Jocelyn Hittle, Director of International Agriculture at Spur Kerri Wright-Platais, Together We Grow’s Kristin Kirkpatrick provided an update on Spur to the Denver Metro Chamber and Metro Denver Executive Committee at their join meeting in July. The meeting tied in with the emergence of the Metro Denver EDC Food and Beverage Cluster.
CSU Spur • All buildings at CSU Spur continue to be under construction, with walls coming up. The CSU Spur campus is on schedule and on budget. Vida will be complete and open (and Terra will be partially open) to the public in January 2022 for the 2022 National Western Stock Show; Hydro will be complete in November 2022. Watch progress on all three CSU Spur buildings at https://www.csuspur.org/construction/. Tours available upon request. • The CSU Spur team, Spur Liaisons to each campus, and a broad group of stakeholders across all three campuses are planning events for the opening of Vida and Terra, coinciding with the 2022 Stock Show. This opening will include demonstrations, performances, educational programs, tours, cross-promotion with the Stock Show, and various other events. • The CSU Spur Scholarship will be awarded to at least seven students this fall; the scholarship is for incoming first-year students from the 80216-zip code who are enrolled at any of the CSU System institutions: CSU Fort Collins, CSU Pueblo, CSU Global. The scholarship provides up to $2,500/year for eligible students and is an important part of the CSU System’s role as an Anchor Institution and its commitment to the neighborhoods surrounding the future CSU Spur campus. Private fundraising is underway for this scholarship. • The CSU System has partnered with Bruce Randolph School for the past five years, and the partnership continues to grow. Denver Public Schools and CSUS worked together to envision an AgConnect (Ag Tech) pathway program, which is being beta tested at BRS. The pathway was CTE certified in May, and a teacher at BRS was CTE certified to teach agriculture.
o CSUS worked with BRS to bring a Big Green garden to the school; the school will also build an indoor hydroponic garden and outdoor greenhouse by summer 2022. o CSU Fort Collins will offer Horticulture 100 as an Extended Campus dual enrollment course in alignment with the pathway program, beginning in Fall 2021. • Content deep dive presentations and monthly video updates about CSU Spur are available at https://csusystem.edu/spur-deep-dives/ • An article about what to expect at CSU Spur in January appeared in Source, here; Hydro has also gone “vertical,” learn more here. • Michelle Kelley was hired as the General Manager of CSU Spur, marking the second hire for CSU Spur. Additional Spur Education staff searches are underway. • Topping out ceremonies o CSU Spur hosted the topping out ceremony on the Vida building (opening Jan. 2022) via livestream Feb. 26, and more than 6,000 people watched the livestream. About 130 people joined on-site tours; and more than 200 people signed the beam. o The second topping out ceremony, for Terra, took place April 20. The System held tours and beam signing on-site; and thousands also viewed the events via livestream. o The final topping out ceremony for Hydro is likely to take place in September, in- person. More details to come. • CSU System will recruit two student interns this fall as part of the Youth Action Team, an effort to bring together National Western Center partner organizations to help connect youth to the project in a meaningful way. • A refreshed CSU Spur website launched in mid-July to increase functionality that will support needs once the buildings are opened. All content has been updated, and new pages have been added; take a look at https://csuspur.org/. • The System hosted a half-day retreat for CSU Fort Collins leadership at Spur July 29 to tour the site and get an update on the project.
Retention at the CSU campuses August 2021
Current selected statistics Peer data comparisons Immediate plans for Fall 2021 Longer-term strategies Student Success at CSU Global Retention and Graduation Student Retention and Graduation Rates
Cohort 1st-to-3rd 1st Year to 2nd Year** Year 3 Year 4 Year 5 Year 6 Retention* Retained Grad % Ret & Grad Retained Grad% Ret & Grad Retained Grad % Ret & Grad Retained Grad % Ret & Grad Retained Grad% Ret & % % % % % % % % % Grad % Fall 2012 86% 46% 36% 82% 22% 54% 76% 14% 61% 75% 13% 62% 75% 7% 64% 71% Fall 2013 80% 48% 34% 82% 26% 54% 80% 17% 62% 79% 12% 65% 77% 9% 66% 76% Fall 2014 82% 48% 28% 76% 30% 44% 74% 18% 53% 71% 13% 56% 69% 7% 59% 66% Fall 2015 84% 41% 39% 80% 26% 51% 77% 15% 58% 74% 11% 63% 74% 11% 63% 74% Fall 2016 81% 25% 45% 70% 23% 54% 77% 16% 57% 73% 9% 64% 73% Fall 2017 82% 34% 38% 72% 27% 51% 79% 13% 60% 73% Fall 2018 79% 64% 29% 93% 16% 44% 60% Fall 2019 79% 46% 33% 79% Fall 2020 83%
* 1st-to-third 3rd Retention measures all undergraduate students starting in a Fall term and if they persisted in continuing with courses beyond their first term in either their second or third terms with the university. ** Year 2- Year 6 retention and graduation tracking follows CSU Global full-time undergraduate Fall cohorts Peer Comparison Institution Retention Retention Percent part-time non- Percent part-time non- Percent part-time non- Rate (FT)* Rate (PT) * first-time receiving an first-time receiving an first-time receiving an award - 4 years award - 6 years award - 8 years
Colorado State University Global Campus** 47 28 25 35 38 University of Maryland Global Campus*** 52 35 18 25 29 Grand Canyon University*** 65 38 32 38 39 Pennsylvania State University - World Campus*** **** **** 37 46 49 Southern New Hampshire University*** 65 42 29 40 43 Liberty University*** 81 33 21 28 31 Western Governors University*** 73 **** **** **** **** Purdue University Global *** 100 30 29 32 32
* These IPEDs data are for first-time, full-time students. For CSU Global (and for many of our peers), this is often a small number of students and, as a result, the reported data can be highly variable. ** CSU Global did not have to submit the respective IPEDS retention report in 2019 due to lack of eligible first-time, full- time students. This data is CSU Global’s 2020 data reported to IPEDS. *** Most current public data - 2019 IPEDS **** Not available What the CSU Global data tells us…
Early persistence is key With mostly transfer students, our 2nd year graduation rates are a key indicator of success and 1st-to-3rd term retention is a leading indicator to earlier graduation rate success. Years that fall below 80% see much lower year-two graduation rates • Fall 2018 saw 79% 1st-to-3rd retention, and only a 29% year two graduation rate • Fall 2019 saw 79% 1st-to-3rd retention, and only a 33% year two graduation rate We have an equity gap One of our main areas of concern right now are graduation rates among our URM population. Overall, there is a gap of 7% in the 4-year graduation rates between URM (29%) and non-URM (36%) undergraduate population. One of CSU Global’s strategic goals is to reduce this gap to 4% in next three years. Short-Term Strategies for FY22
Early Engagement Improved handoff process between our enrollment team and a student success counselor so students meet with a counselor and build that relationship early on in their engagement with the university as opposed to after they have already started courses. “Meeting our students where they are” through enhanced self-service options and increased channels for communication • Launch a self-service application portal to support students in streamlining the admissions process • Launching a new and more integrated chatbot feature on all our platforms • Enable two-way texting between counselors and students to foster easier connections Re-Connect and Re-Engage Focused efforts on re-engaging with our withdrawn student population. Provide financial opportunities to come back and finish what they started. TRACKING AND IMPACTING STUDENT SUCCESS AT CSU-PUEBLO
August 2021 CSU PUEBLO 8
RECENT METRICS Retention/Persistence Rates Graduation Rates Cohort 100% 125% 150% 200% F1-to-S1 F1-to-F2 F2-to-F3 F3-to-F4 F4-to-F5 (4-yr.) (5-yr.) (6-yr.) (8-yr.) 2008 86.3% 65.7% 68.0% 81.4% 50.8% 16.0% 27.7% 31.7% 33.6% 2009 83.9% 61.9% 67.5% 83.3% 47.6% 17.1% 29.0% 32.6% 34.0% 2010 85.5% 65.4% 64.8% 80.2% 48.8% 18.6% 29.5% 32.4% 33.9% 2011 82.1% 58.0% 75.9% 85.1% 49.0% 18.7% 31.3% 34.9% 36.8% 2012 83.2% 63.2% 67.7% 80.6% 44.1% 17.9% 28.6% 32.2% 33.2% 2013 89.1% 63.4% 70.2% 84.4% 44.9% 21.1% 32.9% 35.8% 2014 85.5% 64.3% 75.0% 81.8% 52.3% 19.5% 33.5% 36.9% 2015 84.8% 66.1% 76.5% 83.2% 50.3% 20.8% 33.9% 2016 84.5% 63.1% 73.2% 83.8% 51.1% 19.5% 2017 85.1% 68.4% 72.5% 81.7% 2018 84.6% 63.1% 77.4% 2019 85.9% 68.3% 2020 77.8% CSU PUEBLO 9
PEER DATA Grad Grad 2020
Institution Name Retention rate (FT) Retention rate (PT) 2020 4 year rate 5 year Grad rate 6 year Grad rate Colorado State University Pueblo 68 72 19 34 37 California State University-Stanislaus 87 43 19 47 57 Emporia State University 78 20 27 43 46 Midwestern State University 66 57 22 40 44 Missouri Western State University 63 21 14 29 36 The University of Tennessee-Martin 74 60 35 50 54 The University of Texas at Tyler 64 67 28 40 43 University of Colorado Colorado Springs 71 33 25 41 45 University of Michigan-Flint 72 32 14 31 38 University of South Carolina-Upstate 72 n/a 30 43 47 Washburn University 70 36 22 36 42 CSU PUEBLO 10
STORY BEHIND THE NUMBERS
▪ Our Graduation Rate is tied to our Retention rate ▪ Overall First Time, Full time retention rate is currently 68.3% ▪ Populations of concern ▪ 1st Gen: 63.5% (-4.8%) ▪ Rural: 60.3% (-8.0%) ▪ Pell received: 63.5% (-4.8%) (Pell eligible, not received 42.9% (-25.4%)) ▪ URM: 65.7% (-2.6%) ▪ High School 2.0-3.0 GPA: 54.7% (-13.6%) CSU PUEBLO 11
NEAR TERM STRATEGIES
▪ New Pathways ▪ Engagement ▪ Advising ▪ Expanded ▪ Back on Track Discovery courses Scholars ▪ Support ▪ Embedded ▪ Infrastructure Recitations ▪ CTL ▪ Expanded Tutoring Reorganization ▪ Building Better Predictive Models CSU PUEBLO 12
MEASURING SUCCESS
Pass Persist One Retain One Graduate ▪ Shorter-term measures allow Courses Semester Year better process management • Better Advising • Engagement • Celebrate • Increased ▪ Retention through and Student Retention ▪ Persistence Pathways Community Success leads to Initiative Formation • Continued Increased ▪ Course Success • Avoid Toxic through Engagement Graduation Course Discovery and ▪ Targeting shorter-term goals leads Combinations Scholars Community • Faculty PD for • Intrusive through to better completion Inclusive Advising Discovery through Scholars ▪ Teaching Scheduling to avoid problematic Practices Pathways course combinations in early • Back on Track semesters Courses • Expanded ▪ Supporting next-term Tutoring persistence/re-enrollment for key • Embedded populations Recitations CSU PUEBLO 13
PACK SUCCESS DASHBOARD – BETA VERSION Student Success at CSU
COLORADO STATE UNIVERSITY First-Time, Full-Time (FTFT) Student Persistence and Graduation Rates
Headcount 4th fall persistence 4YR Graduation 6YR graduation
87% 87% 86% 85% 86% 85% 85% 85% 84% 84% 83% 76% 74% 75% 75% 74% 72% 72% 71% 72%
71% 70% 68% 69% 68% About 50 students will 67% represent a percentage point in FA21. In order to increase our rate five percentage points (85% 47% 46% 47% 47% 44% 45% 45% to 90%) an additional 42% 250 (44*5) would need to persist.
4,425 4,466 4,492 4,425 4,344 4,728 4,916 4,983 5,280 5,107 4,386
Fall 2010 Fall 2011 Fall 2012 Fall 2013 Fall 2014 Fall 2015 Fall 2016 Fall 2017 Fall 2018 Fall 2019 Fall 2020
CSU FORT COLLINS – STUDENT SUCCESS 2021-2022 15 Peer Comparisons: Six-Year Graduation Rates
80% 75% CSU-FC has a higher six-year 71% 71% • 70% graduation rates than the average of other public IHEs that 60% 56% share our land grant mission
50% • Our graduation rate is the same
40% as other public R1 IHEs.
30% • We fall below the average retention rate for our BOG peers 20% and other public R1 IHEs.
10%
0% Colorado State University BOG Peers Public Land Grant Public R1
*FA12 cohort sourced through VSA
CSU FORT COLLINS – STUDENT SUCCESS 2021-2022 16 Peer Comparisons: Freshman Retention 1st to 2nd Year
89% 87% 83% 79%
*Sourced through VSA
CSU FORT COLLINS – STUDENT SUCCESS 2021-2022 17 Undergraduate Enrollment
• The dramatic increase in enrollment from Fall 2015 to Falls 2016/17 contributed to an equally dramatic drop in freshman retention (86% to 83%).
• As we increase total enrollment and diversity of students, more support needs to be provided.
CSU FORT COLLINS – STUDENT SUCCESS 2021-2022 18 Changes in Undergraduate Demographics
35.0% • From Fall 2011 to 2019 31.3% we have significantly 30.0% 25.2% 25.7% increased minorized 25.0% 24.2% non-resident students. 21.8% 20.0% 18.1% 18.8% 15.3% • The decline in rural 15.0%
students is a function 10.0% of the low yield rate. 5.0%
0.0% Racially Minoritized Nonresident First Generation Rural Fall 2011 Fall 2019
Note: Fall 2020 was not included due to the anomalies of enrollment during COVID-19
CSU FORT COLLINS – STUDENT SUCCESS 2021-2022 19 Second Year Attrition by Demographics (students who leave/not reenrolled in CSU second year)
Not Rural 14.5% Attrition by the second
Rural 15.7% year is much higher for
Not RM* 14.1% specific subpopulations RM* 19.0% of students. Cont. Gen. 14.1% First Gen. 20.1% • Pell Grant Resident 14.2% • First Generation Nonresident 17.7% • Racially Minoritized Female 14.6% • Nonresident Male 16.6%
Not Pell 14.0%
Pell 20.7%
Overall 15.5%
0.0% 5.0% 10.0% 15.0% 20.0% 25.0% Attrition Rate
*Racially Minoritized Note: Last three cohorts are included
CSU FORT COLLINS – STUDENT SUCCESS 2021-2022 20 Graduation, Retention, and Attrition Rates at Year Six by Demographics
100% • Graduation rate is lowest for Pell 90% recipients and first- 30.0% 31.9% 34.3% generation students 80% 38.9% 39.1% (59% vs. 69% control).
70% • Attrition rates are the Percent of Cohort of Percent
60% largest for the Pell and
69.4% first-generation 65.9% 64.3% 50% 58.8% 59.5% students (39% vs. 30% control).
40% Control* Pell RM NR FG Demographic
Graduation Retention Attrition
*Control is not RM, FG, Pell and are Colorado residents Note: Data include FA14 FTFT cohort
CSU FORT COLLINS – STUDENT SUCCESS 2021-2022 21 Student Success AY2021-22
Goal: ▪ Increase student retention a minimum of 1% per year.
Short-term strategy: ▪ Focus efforts on first-year, first-time students, through creating initiatives that are targeted at the areas needing the most support.
CSU FORT COLLINS – STUDENT SUCCESS 2021-2022 22 Key Initiatives for AY 2021-22
Includes students recommended for support, first-generation, underrepresented, low income, etc. Student Support - Undergraduate research (MURALS) - MATH tutors - Other: current and new programs
- Learning Assistants and other Curricular Support & course support Reform - High DWF rate course interventions - Other
CSU FORT COLLINS – STUDENT SUCCESS 2021-2022 23 Key Initiatives for AY 2021-22
- Identifying specific course gaps by representative Equity Gap Dashboard student groups
- Early Alert Interventions Advising (EAB Navigate) - On-going student connections
Student Experience - - Create supportive campus Culture environment post-COVID
CSU FORT COLLINS – STUDENT SUCCESS 2021-2022 24 THANK YOU! Paul Savory Mohamed Abdelrahman Mary Pedersen Rick Miranda
Further Questions? The Board of Governors of the Colorado State University System Meeting Date: August 6, 2021 Action Item
MATTER FOR ACTION:
Approval of revised Colorado State University System Board of Governors Policies 100, 104, 105, and 128.
RECOMMENDED ACTION:
MOVED, that the Board of Governors of the Colorado State University System hereby approves the following revised Board Policies:
➢ Policy 100: Policies and Procedures Manual ➢ Policy 104: Chancellor Policy ➢ Policy 105: Campus Presidents Policy ➢ Policy 128: Public Record Retention Policy
EXPLANATION: Presented by Jason L. Johnson, General Counsel.
From time to time and in accordance with best practices, the Board of Governors updates or amends its Policy and Procedures Manual. The modification to Policy 100 simply clarifies the authority of the campuses to develop institutional policy that applies to employees. Also, with the separation of the Chancellor and CSU President positions, the attached revisions to Policies 104 and 105 clarifies the reporting roles between the Presidents, Chancellor, and the Board of Governors. In addition, the modification to Policy 128 simply adds a provision for managing video recordings of Board meetings.
Upon approval of the aforementioned new policies, the Policy and Procedures Manual will be amended accordingly.
Approved Denied Board Secretary
Date
Approval of Revised CSUS Board Policies August 6, 2021 Page 1 of 1 COLORADO STATE UNIVERSITY SYSTEM
Policy and Procedures Manual
SUBJECT: GOVERNANCE
Policy 100: The Colorado State University System Board of Governors Policy and Procedures Manual
Board Policy
The Board of Governors of the Colorado State University System (Board) discharges its constitutional and statutory responsibilities through bylaws, policies and procedures, and administrative rules and regulations adopted by and established under the authority of the Board. This manual and the Board’s policies and procedures stated herein are issued in accordance with Article XII of the Board’s bylaws and supersede or modify all prior policies. This manual shall be interpreted in accord with the Board’s bylaws and in the event of a conflict, the bylaws shall govern. To ensure the availability of this CSUS Board of Governors Policy and Procedures Manual (Manual), the Office of the Chancellor will maintain a hard copy of the Manual and it will also be maintained electronically on the Colorado State University System (CSUS) web site (www.csusystem.edu).
1. Pursuant to Article VIII, Section 5, of the Colorado Constitution and Colorado Revised Statutes (CRS) Sections 23-30-101 et seq., the supervision and control of the CSUS is vested in the Board. As a body corporate of the State of Colorado, the CSUS consists of three legally established institutions of higher learning and four affiliated agencies: Colorado State University (CSU), in Fort Collins, Colorado State University-Pueblo (CSU-P), located in Pueblo, and Colorado State University-Global Campus (CSU-GC), located in Denver. The Colorado State Forest Service, Agricultural Experimental Station, Cooperative Extension Service and Colorado Water Resources Research Institute, are also established by separate statute and operate as component parts of CSU.
2. The Board has powers, rights, and privileges granted under Colorado law, including but not limited to suing and being sued; taking and holding personal property and real estate; contracting and being contracted with; selling, leasing, and exchanging real property; controlling and directing all monies received by it or its constituents institutions; and determining personnel matters pertaining to the CSUS.
3. With the exceptions of legislative and judicial powers vested exclusively in the Board, the Board may in its discretion, delegate authority to the Chancellor, campus Presidents, and other CSUS or campus officers and agents to approve and execute contracts, agreements, grants, warrants, and other binding instruments in the name of the Board; and may, delegate specifically identified personnel powers, including the power to appoint and/or terminate employees exempt from the State Personnel System, to the Chancellor and campus Presidents, and allow these named officers to re- delegate, these personnel powers to other CSUS and campus officers.
Page 1 of 2 Policy 100: The Colorado State University System Board of Governors Policy and Procedures Manual
4. This manual and the Board’s policies and procedures stated herein apply to the Board, the CSUS, and the institutions within the CSUS and must comply with applicable federal and state legal and regulatory requirements. The Chancellor of the CSUS and the President of each institution within the CSUS may create policies that apply to the entire institution, including policies that apply to employees and students, as well as employee management, performance evaluation and salary administration, and these CSUS and Deleted: any institutional policies do not need Board approval. Only those faculty and administrative professional manuals/handbooks for the institutions will continue to require Board approval. CSUS and institutional policies must be consistent with these Board policies Deleted: such and procedures. For those institutional policies that require Board approval, any changes must be reviewed and approved by the Chancellor before submission to the Board for approval. For ease of reference, Board policy, CSUS policy or institutional policy may be incorporated by reference in another policy. The policy being referenced remains the policy of the Board, CSUS or the particular institution.
5. Attached as Appendix A to this Policy 100 is a summary of delegations of authority and powers reserved to the Board which have been previously approved by the Board. Upon the effective date of this manual, all resolutions relating to delegation of authority to the Presidents are hereby modified to delete any reference to Fort Lewis College, and University of Southern Colorado. Further, to the extent necessary all such resolutions are modified to add the Presidents of CSU-Pueblo and CSU-Global Campus as appropriate. For details on prior delegations of authority please refer to the specific Board resolutions posted on the CSUS website.
Procedures
A. The Chancellor, in consultation with the Board coordinates policy development for the Board.
B. The Chancellor and campus Presidents assure that the CSUS Office and campus policies and procedures comply with this Manual.
C. The CSUS General Counsel reviews all proposed policies for compliance with legal requirements and coordinates periodic revision to assure internal consistency and conformity to the law; bylaws of the Board; and Board resolutions.
DISCLAIMER:
NOTHING CONTAINED IN THIS MANUAL SHALL BE DEEMED TO CREATE ANY PROMISE OF EMPLOYMENT OR EMPLOYMENT AGREEMENT. THIS MANUAL SETS FORTH POLICIES AND GUIDELINES OF THE CSUS WHICH MAY BE AMENDED FROM TIME TO TIME IN THE DISCRETION OF THE BOARD. ANY QUESTIONS REGARDING THE INTERPRETATION OF ANY POLICY IN THE MANUAL SHOULD BE DIRECTED TO THE GENERAL COUNSEL. FINAL INTERPRETATION AND DECISIONS REGARDING THE MEANING OR APPLICATION OF THESE POLICIES REMAINS IN THE SOLE DISCRETION OF THE BOARD.
Effective date of Policy and Procedures Manual: October 4, 2013 by Board of Governors Resolution Amended August 2, 2017 by Board of Governors Resolution Amended August 9, 2019 by Board of Governors Resolution Page 2 of 2
COLORADO STATE UNIVERSITY SYSTEM
Policy and Procedures Manual
SUBJECT: GOVERNANCE
Policy 104: CSUS Board Chancellor Policy
Board Policy
The Chancellor serves as the Chief Executive Officer of the CSUS, directly responsible to the Board. The Chancellor assists the Board in fulfilling its public trust and the implementation of Board policy and direction.
1. General Duties. In fulfillment of the attendant responsibilities, the Chancellor Formatted: Font: Italic performs the following: Formatted: Indent: Left: 0", Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: • Coordinates the development and implementation of a strategic plan for Left + Aligned at: 0.25" + Indent at: 0.5" the System and its institutions; Deleted: also
• Acts as the public spokesperson and advocate for the CSUS and the Board;
• Organizes the meetings and agendas of the Board, in consultation with the Chair, for the efficient and effective use of the time, energy, and talents of the Board;
• Works collaboratively with the Board, CSUS and campus personnel, and Moved (insertion) [1] other public campuses and Systems in Colorado to plan and implement public and private initiatives to assure a) political, and financial support for the CSUS and public higher education, and b) accomplishment of special public initiatives and goals;
• Oversees all governmental relations and provides or arranges official testimony on behalf of the CSUS, its constituent campuses and entities, to the Colorado State Legislature; U.S. Congress; federal and state agencies, and any other organizations as may be required;
• Plans and coordinates appropriate public relations activities – including media events, press conferences, talks or speeches, public service announcements, news releases, video clips – to raise public awareness of and enhance the image and status of CSUS;
• Directs the development and implementation of the CSUS Strategic Plan, informing the Board, public, and policy makers of accomplishments and
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Policy 104: CSUS Board Chancellor Policy
• progress toward achievement of goals, including the affirmative action, Moved (insertion) [2] outreach, and diversity goals adopted by the Board; Formatted: Indent: Left: 0.36", Right: 0.29", Space Before: Auto • Provides leadership for the periodic review of institutional programs, policies, and performance to fulfill the overall goal of achieving excellence in teaching, Deleted: ¶ research, and service, presenting reports to the Board annually on progress, Formatted: Font: Italic timely issues, policy and program direction, and environmental conditions; Formatted: Indent: Left: 0", Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: • Assures highly collaborative relationships among the CSUS campuses and Left + Aligned at: 0.25" + Indent at: 0.5" entities to realize the most effective and efficient use of available resources; Formatted: Font: Italic Deleted: A • Performs or oversees the performance of all other functions necessary to the effective operation of the CSUS and conduct of Board business; Deleted: s Deleted: <#>In consultation with the Evaluation • Performs other duties as outlined in the applicable Employment Agreement Committee of the Board, evaluates the Presidents and reviews the evaluations and recommendations and duties as may be assigned to the Chancellor by the Board Chair or the with the Board;¶ Board. Formatted: Right: 0.55" 2. Appointing, Supervising, and Evaluating Authority and Responsibility Moved up [1]: <#>Works collaboratively with the Board, CSUS and campus personnel, and other public campuses and Systems in Colorado to plan • The Board is the appointing and supervisory authority for the Chancellor. and implement public and private initiatives to assure a) political, and financial support for the • CSUS and public higher education, and b) In accordance with national best practices, the CSUS Institutional accomplishment of special public initiatives and Presidents report directly to the Chancellor. The Chancellor is the goals;¶ supervisory authority who is responsible for the day-to-day supervision of Oversees all governmental relations and provides or arranges official testimony on behalf of the the Presidents to implement the Board’s over-arching strategy for the CSUS, its constituent campuses and entities, to CSUS and its institutions while recognizing the necessary independence the Colorado State Legislature; U.S. Congress; of a President as the Chief Executive Officer of an institution. federal and state agencies, and any other organizations as may be required;¶ Plans and coordinates appropriate public relations • For purposes of this Policy and Board Policy 105, “report” means the activities – including media events, press Chancellor recommends the hiring, any discipline, and termination of a conferences, talks or speeches, public service President, as well as the compensation of a President. Also, when the announcements, news releases, video clips – to raise public awareness of and enhance the image Chancellor makes such a recommendation to the Board that and status of CSUS;¶ recommendation does not take effect until the Board acts, and the Board Directs the development and implementation of the has discretion to affirm or reject that recommendation, or direct the CSUS Strategic Plan, informing the Board, public, and policy makers of accomplishments and Chancellor to develop a different recommendation, or take such other Section Break (Next Page) action as desired. progress toward achievement of goals, including the affirmative action, outreach, and diversity goals adopted by the Board;¶ • As set forth in Board Policy 119, the Chancellor is responsible for the progress toward achievement of goals, including annual evaluation of the Presidents in consultation with the Board, and the the affirmative action, outreach, and diversity Chancellor reviews the evaluations and recommendations with the Board. goals adopted by the Board;¶ Provides leadership for the periodic review of institutional programs, policies, and performance • As set forth in Board Policy 105, the Chancellor assists the Board in to fulfill the overall goal of achieving excellence in searches for a new President and, in consultation with the Board Chair, teaching, research, and service, presenting reports to the Board annually on progress, timely issues, facilitates the orientation and installation of new Presidents and Board policy and program direction, and environmental Members; conditions;¶ Assures highly collaborative relationships among • The Chancellor recommends to the Board the appointments of CSUS Deleted: <#>;¶ Officers, and the Chancellor’s authority and responsibility with respect to Deleted: <#>R Page 2 of 3
Policy 104: CSUS Board Chancellor Policy
CSUS Officers is set forth in Board Policy 106. Deleted: <#>;
3. Hiring and Evaluation Procedures Moved up [2]: Performs or oversees the performance of all other functions necessary to the effective operation of the CSUS and conduct of A. The Board selects and appoints the Chancellor in accordance with Colorado Board business;¶ law. Performs other duties as outlined in the applicable Employment Agreement and duties as may be assigned to the Chancellor by the Board Chair or B. The Evaluation Committee evaluates the Chancellor in accordance with the Board.¶ established evaluation policy, including Board Policy 120, and presents the results and recommendations to the Board in Executive Session.
History: Policy and Procedures Manual effective October 4, 2013 by Board Resolution Amended August 6, 2021 by Board Resolution
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Policy 105: CSUS Board Campus Presidents Policy
Board Policy
The Presidents serve as the Chief Executive Officers of the designated campuses. The Presidents are appointed by the Board and report to the Chancellor, as Deleted: and as CSUS Officers, described in detail below. Deleted: , Deleted: . 1. General Duties. In fulfillment of the attendant responsibilities, the Presidents: Formatted: Font: Italic
• Provide visionary leadership fostering the development of the campus Formatted: Indent: Left: 0", Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: communities and the fulfillment of distinctive campus missions in teaching, Left + Aligned at: 0.25" + Indent at: 0.5" research, and service, while assuring environments conducive to and supportive of robust intellectual interaction and exchange, creativity, diversity, civic engagement, and achievement. Deleted: ;
• Stand fully accountable for the appropriate use of funds and resources and adherence to federal and state law and Board policies in the fulfillment of the missions of the campuses. Deleted: ;
• Oversee and approve all campus items for placement on the Board and Board Committee meeting agendas, complete with necessary supporting documents, and submits the items to the Chancellor for review. Deleted: review;
• Plan and oversee the campuses’ plans for attracting external public and private support for higher education and for the campuses specifically to assure a resource base sufficient to the fulfillment of the missions of the respective institutions. Deleted: ;
• Act as the public spokespersons and advocates for the campuses, and on request from the Chancellor, for the CSUS and the Board. Deleted: ;
• Assist the Chancellor in organizing the meetings and agendas of the Board, in Deleted: <#>Recruit, develop, and maintain campus consultation with the Chair, for the efficient and effective use of the time, energy, executive officers dedicated to the fulfillment of the campuses’ missions, and evaluate their and talents of the Board. performances annually, reporting the results to the Chancellor and the Board in Executive Session;¶ • In concert with the Chancellor, oversee all governmental relations for the Deleted: <#>; campuses and provide or arrange official testimony on behalf of the campuses and its constituent entities to the Governor, State Legislature, US Congress, federal and state agencies, and any other organizations. Deleted: ;
• Plan and conduct appropriate public relations for the campuses – including media events, press conferences, talks and speeches, public service announcements, news releases, video clips, and all others – to raise public awareness of and enhance the image, status, financial condition of the campuses, making known the missions, aspirations, accomplishments, contributions, and needs of the campuses and their related entities. Deleted: ;
• Oversee the development and implementation of the campuses’ Strategic Plans within the context of the CSUS Strategic Plan, informing the Chancellor and the Board, public, and policy makers of accomplishments and progress toward Policy 105: CSUS Board Campus Presidents Policy
achievement of goals, including the affirmative action, outreach, and diversity goals adopted by the campuses and the CSUS. Deleted: ;
• Provide leadership for the periodic review of campus programs, policies, and performance to fulfill the overall goal of achieving excellence in teaching, research, and service, presenting reports to the Chancellor and the Board annually on progress, timely issues, policy and program direction, and environmental conditions. Deleted: ;
• Assure highly collaborative relationships among the three CSUS campuses and other public institutions in Colorado to realize the most effective and efficient use of available resources. Deleted: ;
• Perform or oversee the performance of all other functions necessary to the effective operation of the campuses in accordance with CSUS policies. Deleted: ;
• Prepare and implement prudent budgetary and fiscal management of each University. Deleted: ; and
• Perform the duties as outlined in the applicable Employment Agreement and as may be assigned by the Chancellor or the Board.
2. Appointing and Supervising Authority and Responsibility
• In consultation with the Chancellor, the Board is the appointing authority for the Presidents.
• In accordance with national best practices, the Presidents report directly to the Chancellor. The Chancellor is the supervisory authority for the Presidents, and the Chancellor is responsible for the day-to-day supervision of the Presidents to implement the Board’s over-arching strategy for the CSUS and its institutions while recognizing the necessary independence of a President as the Chief Executive Officer of an institution.
• For purposes of this Policy and Board Policy 104, “report” means the Chancellor recommends the hiring, any discipline, and termination of a President, as well as the compensation of a President. Also, when the Chancellor makes such a recommendation to the Board that recommendation does not take effect until the Board acts, and the Board has discretion to affirm or reject that recommendation, or direct the Chancellor to develop a different recommendation, or take such other action as desired.
• The Presidents have responsibility to recruit, develop, and maintain campus executive officers dedicated to the fulfillment of the campuses’ missions, and evaluate their performances annually, reporting the results to the Chancellor and the Board in Executive Session.
Policy 105: CSUS Board Campus Presidents Policy
3. Hiring and Evaluation Procedures Formatted: Font: Italic
A. The Chair of the Board appoints a search committee for a Campus President in accordance with Board policy and Colorado law.
1. The Chancellor and the Office of the General Counsel provide administrative staff support to the search committee. Deleted: ;
2. In consultation with the Board, the Chancellor may contract with a search firm to assist the search committee.
3. The Chancellor provides input and recommendations for the appointment of the Presidents to the Board.
4. The Board makes the final decision as to the appointment of a President. Deleted: hiring
B. The Chancellor, in consultation with the Evaluation Committee and in accordance with Board Policy 119, conducts the evaluations of the Presidents and presents the results and recommendations to the Board in Executive Session in accordance with the Board’s Evaluation Policy.
History: Amended December 4, 2014 by Board Resolution Deleted: Last a Amended August 2, 2017 by Board Resolution Amended August 6, 2021 by Board Resolution
COLORADO STATE UNIVERSITY SYSTEM
Policy and Procedures Manual
SUBJECT: GOVERNANCE
Policy 128: CSUS Board of Governors Public Records Retention Policy
Board Policy The public agendas, minutes and board meeting materials of the Board of Governors are vital historical records of the CSUS. Previous agendas, minutes and board material have been archived and converted to digital format and/or bound to be kept as permanent records. The purpose of this Board of Governors Record Retention Policy is to facilitate compliance with the Colorado Open Records Act (CORA) and Schedule 8 regarding Higher Education of the Colorado State Archives State Agency Records Management manual. The Office of General Counsel in the capacity as Executive Secretary to the Board of Governors is the official custodian of records and is responsible for the oversight of the Board’s records retention in accordance with this policy. The Executive Assistant to the Board of Governors is responsible for the maintenance of the records.
Procedure and Guidelines:
A. Document Creation and Publication
The Board of Governors’ public records, including agendas and Board materials, minutes and supporting documents shall be assembled and made available to members of the Board of Governors by the Executive Assistant to the Board of Governors. After each meeting of the Board, the agenda, minutes, and resolutions shall be posted on the Colorado State University System Board of Governors website.
B. Record Retention
Retention periods for public records of the Board apply to information regardless of the physical format and are compiled based on the fiscal year, from July 1 through June 30.
C. Document Storage
1. A copy of the agendas, meeting materials, and minutes for 3 years shall be filed in the Colorado State University System Office in order to satisfy Schedule 8 of the Colorado State Archives State Agency Records Management Manual, 1.1 Governing Board Meeting Minutes.
2. To the extent available, all original Board resolutions are stored in the Colorado State University System Office or in the CSU Archives. COLORADO STATE UNIVERSITY SYSTEM
Policy and Procedures Manual
SUBJECT: GOVERNANCE
Policy 128: CSUS Board of Governors Public Records Retention Policy
3. Annually, the agendas and corresponding Board materials and minutes from the prior fiscal year are to be bound and stored in the Colorado State University System Office as the official record of each Board meeting.
4. Annually, the supporting documents for the meetings of the previous fiscal year are to be scanned and posted to the archive portal accessible through the CSUS Board of Governors website.
5. Audio recordings of meetings of the Board shall be retained as set forth in the Colorado Open Meetings Law, C.R.S. § 24-6-401 et seq. Any video recordings of Board meetings shall be retained for six months after approval of the minutes from that Board meeting.
D. Disposal at the Close of each Fiscal Year
The Board of Governors’ meeting materials and documents that have been scanned and posted to the public archive portal can be recycled.
History: Effective by Board Resolution on May 9, 2014. Revised by Board Resolution on August 6, 2021.
Section 3
Colorado State University Reports
• Colorado State University Student Representative’s Report • Colorado State University Faculty Representative’s Report • Colorado State University President’s Report
Dykson-Gebretsadik Board of Governors Report
August 2021
Associated Students of Colorado State University (ASCSU)
Executive Summary:
The following report outlines the vision we were elected with, the objectives we hold for our leadership team, the opportunities available in this unique and historic year, and the methods we will employ to achieve our goals. This report also highlights the organizational vision- building that has taken place over the Summer and sets policy direction for the next 10 months.
Table of Contents:
Letter to the Incoming Class ------2
Setting the Context ------3
Vision ------3
Pathway to Achieving Vision ------4
Organizational/Strategic Objectives ------4
Strengthening CSU/ASCSU/City of Fort Collins Partnership ------5
2021-2022 Budget ------6
Departmental Action Steps ------7
2
3 Setting the Context:
We have an opportunity before us, to redefine what it means to be a CSU Ram. We have 2 full classes that have never experienced a CSU football game, participated in a homecoming parade, painted the A, or experienced inspirational speakers on campus. The rising junior class has spent 70% of their time as virtual students of CSU. Needless to say, we are humbled at the opportunity to foster a new and meaningful college experience for every single student on our campus. It will be a season of innovation, discovery, and strategic community-building at levels.
Vision
We will hold steadfast to our 3 core values of radical inclusion, transparency, and stewardship (explained below) and we will continue to Lead with Love and Listen with Heart.
Our Statements of Principle • We value traditions but will not sacrifice meaningful progress on the altar of tradition. • We represent students first, in all issues and all matters. • We cannot represent students, and speak on their behalf, unless we know them, their stories, and the issues that they are facing.
What WE mean by Radical Inclusion: • We must go beyond eliminating barriers. We must actively engage, invite, and celebrate those who do not feel welcomed, engaged, and affirmed. • Radical inclusion is disruptive, it demands progress, it necessitates listening with empathy. • If a student shares lived experience and demands change, we must open opportunities for them to realize their power and advance their vision.
What WE mean by Transparency: • Since we are paid by student fees, we are committed to being the most accessible, most available, and most willing to listen and our constituents deserve to see the quantity, purpose, and rationale for every penny that is spent. • Secrecy is not transparency: every meeting, agenda, and expenditure will be easily accessible so that we can serve and represent our students more honestly. • Transparency is honesty: If an opportunity is not feasible, we will not pretend otherwise. If we change directions on a project or policy position, we will communicate honestly.
What WE mean by Stewardship: • To hold true to CSU’s land-grant mission, environmental stewardship will be more than an ideal, but a mandate for our leadership teams.
4 • Students have the passion to recycle, compost, and be environmentally friendly, but we as ASCSU leaders have the responsibility to open opportunities. Passion + Opportunity = Impact. • If we claim to value students’ voice, story, and experience, we must also value and steward their student fee dollars.
Pathway to Achieving Vision
We believe in the power of stories for driving institutional change. Statistics communicate opportunity and need, but stories are what galvanize a response from 30,000 students. In every initiative, marketing campaign, and policy conversation, we will center the stories of students and intentionally highlight the lived experience of underserved populations on our campus.
ASCSU is in a crisis of organizational clarity and direction, which is why we are working to create a comprehensive 3-year organizational plan, specifically highlighting long-term policy synergy with CSU Administration and City of Fort Collins. We will also guide our 3 branches through a deliberative process to redefine our mission statement, vision, and values in a way that highlights the transformation that ASCSU must endure, ensuring that all students on our campus are truly represented. This is desperately needed, considering that ASCSU’s mission and vision were created before Student Diversity Programs and Services (SDPS) had meaningful representation within ASCSU. This should also include ASCSU’s commitment to fulfilling the Student Demands, which are not fully represented in the current mission statement and vision.
We are also committed to revamping the Colorado Student Government Coalition (CSGC) to provide more inter-institutional collaboration, coordination on statewide projects, and targeted advocacy to the CU Board of Regents, CSU Board of Governors, Governor of Colorado, and Colorado legislators. This is a part of a larger strategy to create campus-wide forums and coalitions that can leverage our collective innovative potential to address crucial institutional issues. Rather than ‘reinventing the wheel,’ our coalitions will leverage the relational infrastructure that already exists among student organizations, including (but not limited to) college councils, Student Diversity Program and Services (SDPS) offices, Registered Student Organizations (RSOs), Fraternity & Sorority Life (FSL), university committees, and any other relevant avenues.
Organizational/Strategic Objectives
The following objectives were created in preparation for the ASCSU/CSU/Fort Collins partnership meeting and will be refined throughout the year. They will also be referenced in
5 different levels of priority, depending on the respective project, initiative, or campus/community partners.
Strengthening CSU/ASCSU/City of Fort Collins Partnership
On June 16, 2021, stakeholders from ASCSU, CSU Administration, and City of Fort Collins convened to discuss the vision for partnership over the next academic year, with the hope of ultimately producing a 5+ year comprehensive strategy that outlines areas of synergy in values, vision, and strategic objectives that would enable future ASCSU Presidents to maintain continuity on key CSU issues. The directors of Center for Public Deliberation, CSU Master of Public Policy and Administration (MPPA) Program, and Straayer Center for Public Service Leadership were also present.
The four (4) shared strategic objectives (CSU/ASCSU/Fort Collins) are:
• Meaningful civic engagement at all levels • Diversity, equity, inclusion (creating an environment of true belonging for all students) o Fostering the pillar and the resources simultaneously (e.g. FC legal defense fund, funding CSU Immigrant Services Director (prospective), closing academic equity gaps for underserved populations, etc.) • Meaningful alternative transportation solutions • Housing affordability
Key highlights can be found here: Meeting minutes + PowerPoint slides
6 The full list of attendees on June 16, 2021:
• President Joyce McConnell (CSU) • Vice President Blanche Hughes (CSU) • City Manager Darin Atteberry (City of Fort Collins) • Deputy Employee Services Director Tyler Marr (City of Fort Collins) • Student Body President Christian Dykson (ASCSU) • Student Body Vice-President Merry Gebretsadik (ASCSU) • Advisor Jess Dyrdahl (ASCSU) • Director Martín Carcasson (Center for Public Deliberation) • Director Susan Opp (CSU MPPA Program) • Director Sam Houghteling (Straayer Center)
2021-2022 Budget
The major changes made to the ASCSU Budget:
- Creation of $16,000 Housing Initiatives line-item in State & Local Policy, to foster meaningful solutions that can combat housing insecurity among student body. - Creation of $12,000 Travel Grant line item in Graduate Affairs (to enhance opportunities for graduate students to travel to state, national, and international conferences (per restrictions) to present research and build meaningful knowledge transfer between institutions. - Creation of $12,000 Professional Development & Supply Grant in Graduate Affairs (to assist grad students in purchasing materials necessary for research and related opportunities, especially for those not already offered within existing CSU resources). - $10,000 allocated to food security under Department of Health. - $10,000 allocated to addressing mental health needs under Department of Health. - Lowered Board for Student Organization (BSOF) funding from $200,000 to $150,000 to address historically large turnover in funds and accommodate for new priorities. - Increasing ASCSU Senate budget from $100,000 to $120,000 to empower more projects that are typically ruled out due to the $100,000 cap (including more opportunities for targeted basic needs funding). - Creation of the Director of Housing Security role, who receives $7,400 during the academic year and $800 for the Summer. - $4,500 increase in State and Local Policy budget (for the U+2/affordable housing documentary) - $7,000 increase in Environmental Affairs budget to enhance campus-wide composting efforts and establish ASCSU-sponsored community gardens.
7 - $3,500 line item introduced under Traditions and Programs (titled Philanthropy Week) to support the ASCSU-sponsored, campus-wide philanthropy week aimed at uniting the CSU student body around one (or multiple) local, state, or national philanthropies to demonstrate ASCSU’s commitment to philanthropy and service to community.
Departmental Action Steps
Office of the President
● Facilitate bi-monthly conversations among the stakeholders mentioned in the Strengthening ASCSU/CSU/City of Fort Collins Partnership section of the report. ● Meet with SDPS Senators and Associate Senators and invite the SDPS Directors and/or Assistant Directors every two (2) months, including the Director of Diversity and Inclusion, to strengthen the ASCSU/SDPS partnership. ● Storytelling series across campus with various stakeholders (based on relevant issues and opportunities) ● Work to strengthen existing ties between CSU, the Fort Collins Chamber of Commerce, and the broader Fort Collins business community by involving these stakeholders in projects and initiatives pertaining to the Fort Collins community. ● Work alongside ASCSU Department of Marketing to increase marketing materials on the breakdown of student fee dollars and the benefits of various fee-funded areas, to generate engagement among the CSU student body. ● Organize at least one town hall per month for the President and Vice-President to connect with different stakeholders across campus. ● Remember deceased CSU students by establishing a memorial at the base of the Sutherland flagpole (describing the ASCSU tradition of flying a CSU flag at half-mast for 3 days, to then be delivered to the family of the student).
Department of Academics
● Work closely with the University Technology Team to ensure data privacy for all CSU students, as it relates to their academic success. ● Meet with Student Disability Center (SDC) monthly to help advance accessibility measures in academic programs and curricula. ● Connect with Student Resolution Center (SRC) monthly to address student equity concerns relating to professor-student relations. o Including addressing grievances around unfair power differentials between Graduate Teaching Assistants (GTA), Graduate Research Assistants (GRA), and professors.
8 ● Work collaboratively with the Career Center and college councils to bolster paid work-study opportunities for CSU students. ● Work with Key Communities, Community for Excellence (C4E), Academic Advancement Center (AAC), and Learning Communities to institute campus-wide strategies aimed at closing equity gaps for underserved populations. ● Stay in close communication with the Colorado Student Government Coalition and other CSU-affiliated stakeholders working to advance Open Educational Resources and other higher-ed initiatives aimed at lowering textbook costs.
Department of Campus Engagement
● Manage the ASCSU Internship Program, ensuring that the interns are representative of our diverse student body. Promote internship program to SDPS offices. Partner with other departments as needed to work on this Program. ● Serve and support the U in ASCSU initiative aimed at engaging underserved students who have valuable lived experience that could influence the direction of the organization. ● Speak to student organizations regularly about ways to get involved and provide updates on ASCSU’s ongoing projects + initiatives.
Department of University Affairs
● Develop a strategy for Ambassador engagement (ambassadors shall be appointed by the ASCSU President to serve on all of the campus committees and report back to Office of the President with relevant updates). Ensure recruitment for these positions is an equitable process and the students represent our diverse student body. ● Work with the Office of the President and the Housing Security Specialist to create a review system on the ASCSU website for off-campus apartment complexes.
Department of Traditions & Programs
● Build relationships with Larimer County Food Bank, College Deans, SLICE office, local grocery stores, and other relevant stakeholders working on the Annual CANS Around the Oval food drive. ● Work closely with CSU Orientation and Transition Programs and the Director of Campus Engagement, to schedule ASCSU officials to share about the importance of student government, the invitation to engage, and the opportunities and details of the fee-funded areas. ● Organize one (1) ASCSU-sponsored, university-wide fundraising week for one local, state, or national philanthropy, with collaboration from FSL, College Councils,
9 Registered Student Organizations (RSOs), SDPS offices, CSU Alumni Network, and any other relevant stakeholders. This fundraising week will demonstrate ASCSU’s commitment to community-building and philanthropy. The specific philanthropy shall be selected by the end of November, and the fundraising week shall take place in February. The ASCSU President will give final approval to the selected philanthropy, with guidance from the Office of the President. ● Connect with the Pandemic Preparedness Team throughout the summer to gauge the feasibility of proposed events and activities (while also providing alternatives options for accessibility and health-related concerns).
Department of Diversity & Inclusion
● Create a yearly calendar, with support and resources from the SDPS offices, that highlights the holidays, heritage month(s), and awareness week(s) of the various cultures at CSU to inform CSU and ASCSU leaders regarding event scheduling and weekly messaging. ● Work closely with Facilities to perform accessibility audits on buildings at CSU. If the accessibility audits have already been done, it shall be the duty of the Director of Diversity and Inclusion to maintain a public and accessible folder on the ASCSU webpage with the key findings, to address the accessibility shortcomings identified in the audits. ● Build relationships with the Title IX office Director, Women and Gender Advocacy Center (WGAC) Director, and any other relevant stakeholders working to foster awareness and institute effective policy surrounding interpersonal violence. ● Work with the Chief of Staff, President, and Vice-President to update the student demands webpage at least once per semester: https://diversity.colostate.edu/resources/student-demands/ ● Work with the Student Disability Center and other relevant stakeholders to support the Blackboard Ally program, which audits accessibility in curricula and university webpages. Help identify revenue sources to amplify the program. ● Work closely with KEY Communities, Community for Excellence, Academic Advancement Center, and Global Village for collaboration efforts to ensure that ASCSU opportunities are accessible.
Department of International Affairs
● Develop a plan to help ease international students into CSU customs and traditions. ● Work with International Programs, Orientation and Transition Programs, Housing and Dining, and any other relevant stakeholders to market the Global Village as an opportunity for incoming international students.
10 ● Work with the Department of Marketing, CSU Graphic Design Team, Academic Success Coordinators, and Orientation and Transition Programs to create informative instructional videos demonstrating how to use RamWeb registration to help international students who are registering from their home countries. This will ensure that international students are not waitlisted because of inadequate information. If the resource already exists, work to market it more widely. ● Work with ASCSU Department of Marketing, International Programs, and Financial Aid to curate video content around the RamAid, Mongelli Fund, and other relevant financial aid programs specific to international students. If the resources already exist, work to market them better to incoming international students. ● Work with the Department of Academics, Career Center, International Club, and Financial Aid to bolster paid work-study opportunities for international students.
Department of Environmental Affairs
● Work with the City of Fort Collins, the Zero Waste Team, and other relevant stakeholders to explore solutions for accessible and cost-effective off-campus composting for CSU students. ● Work closely with CSU Facilities to implement yellow-light technology across campus, as a way to minimize CSU’s light pollution. ● Work with CSU Administration and the University Technology Team to increase transparency around CSU’s investment portfolio, with the goal of updating CSU domain webpages to clearly and accurately present financial investments of the CSU System and CSU Foundation. ● Work with Deputy Director of University Affairs and the Department of Horticulture to advance nutritional and horticultural literacy among CSU students. Maintain and oversee existing community gardens, and explore new potential locations, to generate knowledge and commitment for horticulture and sustainable agriculture.
Department of Finance
● Work with the Vice-President and leadership at RMSMC to create more transparency around the ASCSU/RMSMC contract, including a formal request for itemized breakdowns of expenditures from the $720,000+ that is allocated annually. ● Work with the Director of University Affairs in their initiative to bring more transparency to CSU’s investment portfolio. ● Release monthly budget updates to the Student Body (through primary channels: website, Instagram, Facebook, etc.) highlighting the expenditures for the given month.
11 ● Explore alternative revenue strategies for ASCSU as an organization, to lower the proportional burden on CSU students. ● Develop more robust practices of fund-matching, between campus partners, in order to best utilize student fee dollars.
Department of Graduate Affairs
● Develop a comprehensive plan to financially assist graduate students in research, travel, and programming. ● Connect with the Student Resolution Center monthly to help address student equity concerns relating to professor-student relations. o Including addressing grievances around unfair power differentials between Graduate Teaching Assistants (GTA), Graduate Research Assistants (GRA), and professors. ● Work closely with the ASCSU Vice-President and Director of Marketing to better market the student-fee-funded resources available to graduate students, with the long- term goal of separating student fees into three categories: undergraduate, graduate, and Ph.D. to ensure that student-fee resources are being effectively utilized (for fee- funded areas that are eligible). ● Administer $24,000 in funding for travel grant and professional development and supply grant (highlighted in 2021-2022 Graduate Affairs budget).
Department of Health (+ Food Security)
● Acknowledge the inequities facing BIPOC and other marginalized communities within the medical practices and spaces, and work toward meaningful solutions. ● Work with the Food Security Specialist to combat food insecurity. ● Assist the SLiCE office and Rams Against Hunger in maintaining the Pocket Pantry Program. Aid in the Swipe Out Hunger program. o Build out more robust inventory tracking systems for pocket pantries and work with groups like RamMobile to publish stock/availability from a mobile app. ● Work with the Director of Marketing to amplify the marketing of Rams Against Hunger, and its resources, with guidance from Director of Rams Against Hunger. ● Work collaboratively with Rams Against Hunger to establish a multi-year fundraising strategy, involving local and regional partners. Defer to the preference of the RAH Director when building the strategy. ● Chair and recruit members for the Food Security Taskforce, an interbranch collaboration tasked with addressing food insecurity within the CSU community. Ensure recruitment is reflective of our diverse student body.
12 ● Work with CSU’s Student Veteran Organization to sponsor and support the Operation Bearhug Event, aimed at raising awareness for mental health resources and suicide prevention. ● Work with CSU stakeholders and the Director of Marketing to amplify STD testing, resources, and overall marketing.
Department of Marketing
● Work with the Office of the President and the ASCSU accounting team to update the ASCSU website with the New York Stock Exchange style design that shows financial expenditures, with a comment feature for community members. If an outside vendor is required for initial creation, work to maintain the system after it has been created. ● Work closely with Office of the President with various storytelling series related to key CSU issues (e.g. Why Vote? + The Mental Health Journey of CSU’s Leaders + The Aggie Story (our agriculture roots), etc.). ● Work with the Vice-President to curate video and/or static content that outlines how student fees are allocated and what benefits the student fee areas offer (as mentioned in the 2020 Student Demands). ● Uphold a ratio of 2-1 faces to graphics in all social media content (centering student faces and stories).
Department of Governmental Affairs
● Identify local laws that disadvantage the CSU student community and formulate an action plan for their revision. Alternatively, identify potential laws that could benefit the student community and assemble an agenda for their codification ● Develop a voter-registration strategy with collaboration from New Era Colorado, CSU SLiCE Office, and Straayer Center, specifically aiming to increase the number of CSU students who vote in Fort Collins elections. ● Collaborate with Colorado State University-Pueblo and the CSU-Global Campus to coordinate lobbying efforts at the Colorado State Capitol. ● Work with other student governments throughout the state to advocate for legislation and ballot initiatives that benefit higher education. ● Plan the “Day At the Capitol” event for students to travel to the Colorado State Capitol to meet legislators, and participate in the legislative process. ● Serve as Chair of the Legislative Strategy Advisory Board (LSAB).
Department of Housing Security
● Develop positive relationships with City of Fort Collins staff and officials working to maximize housing security in the Fort Collins community.
13 ● Research U+2, zoning, and the Fort Collins land-use code ● Develop relationships with leadership at Off-Campus-Life to gauge priorities and shared goals. ● Create a documentary on U+2, with collaboration from the Office of the President, Department of Marketing, RMSMC, and any other relevant stakeholders. The documentary must be informative and thoroughly researched and should include arguments in favor and against the policy, although the final recommendation should highlight some of the policy alternatives to U+2. Work to gather student stories and expert opinion throughout the process. ● Work closely with Off-Campus-Life and the Good Neighbor program to increase lease transparency and landlord accountability for CSU students in Fort Collins, with specific emphasis on marketing the Good Neighbor program to the student body. ● Work with relevant stakeholders on campus to conduct surveys and assessments of various student groups at CSU to determine the level of housing security within the community. ● Work with the Department of Marketing to curate video and static content that help CSU students self-identify housing insecurity, with emphasis on available resources, ensuring that all content is accessible to all students, including alt text and captions. ● Work to amplify marketing, awareness, and resource utilization among CSU students facing housing insecurity. Research and build relationships with the coordinators of Fort Collins area resources: Housing Navigator at CSU, 137 Homeless Connection, Fort Collins Rescue Mission, CARE Housing, Habitat for Humanity, and Housing Catalyst. ● Create a U+2 alternative policy recommendation for the City of Fort Collins that ensures community and neighborhood livability. This recommendation should be created in collaboration with City of Fort Collins staff and the Director of Governmental Affairs, and it should consider the grievances of Fort Collins residents regarding parking violations, noise complaints, and other related issues that have caused U+2 to remain. The recommendation should highlight available policy tools that could disincentivize landlords from raising their rates if U+2 was repealed or revised. Report for Board of Governors Meeting, August 6, 2021 Respectfully submitted by Prof. Melinda D. Smith, CSU Faculty Representative to the Board of Governors
Engagement with GWOC As reported in May, the Graduate Workers Organizing Cooperative (GWOC), represented by Stefanie Berganini, gave a short presentation at the April 20th Faculty Council Executive Committee Meeting. Berganini provided an overview of the issue based on proposed changes recommended by Dean Stromberger and Associate Dean Colleen Webb. This included an increase in the living wage of graduate student stipends to levels comparable to peer institutions and the elimination of the fees that are higher than all peer institutions. The group has posted a petition to “Call for Livable Wages and an End to Prohibitive Fees” (currently has almost 900 signatures) and asked for an endorsement from Faculty Council. The FC Executive Committee received a presentation by GWOC at the May 4th Faculty Council agenda. After this presentation, the FC Executive Committee agreed to form a subcommittee to further discuss and craft an endorsement of the GWOC’s petition. As there will consideration of an endorsement of the GWOC petition by Faculty Council in the Fall, the Board of Governors should continue to be aware of this topic.
Standing Invitation to BOG – Please Join Us for a Faculty Council Meeting in 2021-2022 On behalf of Faculty Council members at CSU-FC, I wish to invite those interested to please join us for out Faculty Council meetings in Fall 2021 and Spring 2021. Faculty Council meetings are held on the first Tuesday of each month at 4pm. Additional meeting information can be provided upon request.
Board of Governors of the Colorado State University System Meeting date: August 5, 2021
COLORADO STATE UNIVERSITY PRESIDENT’S REPORT Board of Governors of the Colorado State University System August 5, 2021
I. EXECUTIVE SUMMARY
CSU is moving forward and reaching out this summer, consistent with our land grant mission and with the resilience and creativity we demonstrated throughout the COVID pandemic.
We are planning for a robust return to in-person learning and campus life in Fall 2021, beginning with student move-in mid-August. Our Housing and Dining staff is bringing more residence hall facilities online to accommodate higher than expected demand for those who choose to live on campus. Enrollment data indicates positive growth over the previous year and is expected to exceed target goals. On the employee side, Human Resources has pulled together extensive resources for all those returning to in-person work, as well as for those who will continue to work remotely. And we are planning numerous events to welcome students and employees back and support the transition back to in-person learning and operations, focusing on an expressed commitment to mental health and wellness and on community building.
We also welcome several dynamic, visionary leaders to CSU this fall. Dr. Kauline Cipriani, our new vice president for diversity and inclusion, is a gifted scholar and brings incredible experience and vision with her to CSU. She most recently served as associate dean for inclusive excellence at the Gillings School of Global Public Health at the University of North Carolina- Chapel Hill. Dr. Lindsay Shirley, our new associate vice president for engagement and deputy director of Extension, also joins to work with Vice President for Outreach and Engagement Blake Naughton and to lead engagement, extension and continuing education programs and services including professional education and Lifelong Learning. Other new leaders are joining the teams in the College of Veterinary Medicine and Biological Sciences, the Office of the Vice President for Research, Athletics, and the Division of Student Affairs.
Colorado State University’s research enterprise continues to achieve new heights, as demonstrated by recent national award announcements. Dr. Jan Leach (Ag Sciences) and Dr. Robin Reid (Warner) being accepted into the National Academy of Science for their incredible research careers. Five of our faculty were also recently selected for Fullbrights, one was named a Boettcher Investigator, and two of our graduate students, Katherine Rocci and Lyndsey Gray, were selected as P.E.O. Scholars.
Our leadership team also enthusiastically resumed face-to-face engagement across Colorado this summer, led by President McConnell and Vice President Naughton. On a recent trip to the Western Slope, Naughton and McConnell were joined by Provost and Executive Vice President Mary Pedersen, Vice President for Strategy Jenelle Beavers, and College of Agricultural Sciences Dean James Pritchett. At the end of the summer, a contingent of CSU leadership will also be present at the Colorado State Fair in Pueblo.
Board of Governors of the Colorado State University System Meeting date: August 5, 2021
II. COURAGEOUS STRATEGIC TRANSFORMATION UPDATE
Colorado State University’s strategic transformation has made significant progress this summer; we are specifically working to make the process inclusive, transparent and systematic and to communicate our progress to the CSU community. We have created drafting groups organized around targeted themes and building blocks of the strategic plan. Chaired by campus leaders, these groups will engage faculty, staff, administrators and community members to develop 3-4 goals for their focus area that support CSU’s green and gold aims. They also will engage in discussion with key stakeholders and the broader CSU community at multiple touchpoints.
The university’s first class of Leadership Fellows, chosen from a robust pool of faculty and staff applicants, will have also begun work this summer in offices including the President’s Office, the Office of the Vice President for Research, and Engagement and Extension. The Fellows will engage with the CST drafting groups and other campus representatives; interpret and integrate input; and foster transparency and buy-in from the university community.
III. ENROLLMENT UPDATE
Fall 2021 enrollment numbers continue a positive trend. Overall, registrations are up 8% over Fall 202 and up 5% compared to Fall 2019, and at 98% to goal when summer term is included. About 4,850 incoming first-year students have attended virtual Ram Orientation. And more than 1,350 transfer students have attended virtual Ram Orientation. Enrollment for the College of Agricultural Sciences is nearly 300, up 23% from the year before.
IV. COVID RECOVERY UPDATE
A. Charging forward: CSU community excited for in-person learning this fall
Charging Forward is the theme as Colorado State University prepares for a Fall 2021 semester that will feature in-person experiences and a vibrant on-campus life following three academic semesters significantly impacted by the COVID-19 pandemic. This fall’s robust return to campus is led by the academic enterprise, with at least 97,686 face-to-face seats available in the Fall 2021 class schedule. The Student Recreation Center is expected to be at full in-person capacity, with intramural and club sports restored as well. Housing & Dining Services will provide in- person community development and student learning initiatives and there will be expanded sit- down dining options across campus, including at the Lory Student Center.
The university community also continues to celebrate our shared remarkable response to the pandemic, one in which faculty, staff and students showed incredible resourcefulness and resilience, whether it was in research or supporting students’ evolving needs.
B. Human Resources provides reunited workplace resources for employees
As CSU prepares for a largely in-person Fall semester, Human Resources is offering guidance for faculty, staff and supervisors for strategies to return to in-person work or to create hybrid or remote work opportunities. To help guide decisions about work arrangement flexibility, Human
Board of Governors of the Colorado State University System Meeting date: August 5, 2021
Resources has launched a resource-filled webpage that provides access to information for both supervisors and employees. Information includes: • New parking permit options to support flexible and hybrid work arrangements; • Checklists for both employees and supervisors to use in considering work arrangement options, including flexible arrangements, fully remote, fully in-person or a hybrid; • Training for hybrid and remote work arrangement success.
C. Survey shows majority of CSU students support COVID-19 vaccination
A survey shows that a majority of Colorado State University students agree that university community members should be encouraged to get a COVID-19 vaccination. According to the survey by CSU’s Social Norming Task Force, 82.0% of students agree or strongly agree that the availability of vaccines will help control the COVID-19 virus. Additionally, 79.5% of students agree or strongly agree that all faculty and staff should be encouraged to get vaccinated for COVID-19; and 77.6% of students agree or strongly agree that all students should be encouraged to get vaccinated. The survey was administered April 1-16 to a random sample of 5,000 undergraduate and graduate students; a total of 724 students (14.5%) responded.
V. MAJOR HONORS AND AWARDS
A. Jan Leach, Robin Reid elected to National Academy of Sciences
Two extraordinary CSU faculty members, Jan Leach and Robin Reid, were named to the National Academy of Sciences this spring.
Leach is a University Distinguished Professor in Agricultural Biology and serves as research associate dean for the College of Agricultural Sciences. A plant pathologist, Leach is an international authority on how to stabilize disease resistance and reduce crop loss. The impacts of her research are particularly felt in rice science, where she has developed a library of information, tools and resources for fundamental and applied discovery. On the American Phytopathological Society Public Policy Board, Leach led the Phytobiomes Initiative, convening an international group of scientists to develop a roadmap for the scientific community to follow in addressing global challenges and ensuring future food security. In May 2019, Leach was awarded the Agropolis Fondation Louis Malassis International Scientific Prize for Agriculture and Food for Distinguished Scientist. In August 2020, she was presented the APS Award of Distinction from the American Phytopathological Society, given only 17 times in that organization’s 112-year history.
Reid is a professor in the Department of Ecosystem Science and Sustainability in CSU’s Warner College of Natural Resources. She describes her life’s work as using science as a catalyst for social change that promotes sustainability. Reid engages cross-disciplinary teams working on linked social-ecological systems, particularly in the drylands of East Africa, Mongolia, Colorado, Alaska and elsewhere. She also has a strong interest in fostering collaborative conservation initiatives in the American West. Reid was founding director of CSU’s Center for Collaborative Conservation, a role she served in from 2008 to 2019. The center is a hub of innovation to understand and promote stronger linkages between science, education and action on critical
Board of Governors of the Colorado State University System Meeting date: August 5, 2021
conservation and development issues in the U.S. and the world. At the International Livestock Research Institute in Nairobi, Kenya, Reid led research, education and outreach on conservation and development issues in Africa, Latin America, Asia and the western United States. She has also served as a Senior Fellow at Harvard’s Kennedy School of Government, focusing on how to best connect science, policy and communities for sustainable conservation and development in forests and rangelands around the world.
Members of the National Academy of Sciences represent the nation’s most active contributors to the international scientific community. Scientists are elected by their peers to membership in the academy for outstanding contributions to research. Leach and Reid’s naming makes 10 total NAS members and CSU now boasts four NAS members on our active faculty and for other emeritus faculty.
B. CSU given Hunger Free and Healthy Minds designations from CDHE
The Colorado Department of Higher Education announced June 21 that four institutions – Colorado State University, Colorado State University Pueblo, Fort Lewis College, and Metropolitan State University of Denver – have earned the new Hunger Free and Healthy Minds designations for their work to end hunger and address the mental health needs of their students. At CSU, Rams Against Hunger, operating from the office of Student Leadership, Involvement and Community Engagement, supports students, faculty and staff experiencing food insecurity. Services include a food pantry, a meal-swipe program, pocket pantries and in-person assistance with navigating federal aid eligibility. The CSU Health Network offers an array of mental health support resources for CSU students. The state’s master plan for higher education, Colorado Rises, calls for 66% of adults to earn a certificate or degree by 2025. To get there, Colorado must address barriers to student success, including hunger and mental health needs.
C. CSU named an Age-Friendly University
Colorado State University has been named an Age-Friendly University by the AFU Global Network, which is composed of institutions of higher education around the globe who have committed to becoming more age-friendly in their programs and policies. CSU was recognized for our commitment to healthy aging through research and enhanced learning for people across generations. CSU joins 81 other member institutions with this designation.
D. Five CSU faculty awarded Fulbright Scholar grants for 2021-2022
The U.S State Department has awarded five Colorado State University professors Fulbright U.S. Scholar grants for the 2021-2022 academic year to complete research projects at institutions in Bolivia, Japan, South Korea and Vietnam. The professors:
• Hye Seung Chung, Ph.D., Professor of Film and Media Studies, Department of Communication Studies, College of Liberal Arts • David Scott Diffrient, Ph.D., Professor of Film and Media Studies Department of Communication Studies, College of Liberal Arts
Board of Governors of the Colorado State University System Meeting date: August 5, 2021
• Aaron Eakman, Ph.D., OTR/L, Associate Professor of Occupational Therapy, Department of Occupational Therapy, College of Health and Human Sciences • Stephen Leisz, Ph.D., Professor of Geography Department of Anthropology and Geography, College of Liberal Arts • Ernesto Sagás, Ph.D., Professor of Ethnic Studies Department of Ethnic Studies, College of Liberal Arts
E. CSU’s Julie Moreno named to 2021 Class of Boettcher Investigators
Boettcher Foundation on May 25 announced six leading Colorado researchers, including Colorado State University’s Julie Moreno, as the newest recipients of grant funding through the Webb-Waring Biomedical Research Awards Program. The Boettcher program supports promising, early-career scientific researchers, allowing them to advance their independent research and compete for major federal and private awards in the future.
Moreno is an assistant professor in CSU’s Department of Environmental and Radiological Health Sciences and studies protein misfolding neurodegenerative diseases and aging. She earned her doctoral degree in cell and molecular biology at CSU and was a career development fellow in neurodegeneration at the Medical Research Council Toxicology Unit in the United Kingdom. Moreno was also a postdoctoral fellow in prion neurodegeneration at CSU’s Prion Research Center. She will use this award to continue her research on Creutzfeldt-Jakob Disease.
F. Two CSU graduate students win prestigious P.E.O. Scholar Awards
Lyndsey Gray, a Ph.D. candidate in Microbiology, Immunology, and Pathology, and Katherine S. Rocci, a Ph.D. candidate in the Graduate Degree Program in Ecology at Colorado State University, are among the doctoral students at North American colleges and universities selected to receive a prestigious $20,000 P.E.O. Scholar Award from the P.E.O. Sisterhood.
A 2020-21 Sustainability Leadership Fellow in the CSU School of Global Environmental Sustainability, Gray is a graduate of Carnegie Mellon University, where she earned a B.S. in Biological Sciences with minors in Chinese and Spanish. She is also a graduate of the Rollins School of Public Health, Global Epidemiology, and served in the Peace Corp in Peru 2012-14. Gray’s Ph.D. research focuses on a novel malaria prevention strategy seeking to reduce mosquito and plasmodium parasite populations.
Rocci came to CSU from the University of New Hampshire in Durham, New Hampshire. She is currently investigating whether global environmental changes, like atmospheric warming and nitrogen pollution, will release carbon from soils, further exacerbating climate change. In addition to pursuing her Ph.D., Rocci has taken an active role in mentoring and supporting marginalized women and minorities in STEM through active leadership in Graduate Women in Science, CSU, and in K-12 outreach.
Board of Governors of the Colorado State University System Meeting date: August 5, 2021
VI. STUDENT SUCCESS
A. CSU launches new multi-disciplinary ranch management program
Ranches are critical to the Rocky Mountain region, serving as the West’s water towers, food providers, land stewards and hubs of local economies and communities. With ranch managers now in high demand but in short supply, CSU’s new Western Ranch Management and Ecosystem Stewardship program is designed to help preserve this critical role. This new graduate program in the Warner College of Natural Resources builds on the expertise of college researchers, faculty and staff, who work on sustainability and improving rangelands and the environment with ranchers, farmers and herders around the world.
A new Western Ranch Management and Ecosystem Stewardship specialization for the master’s degree in natural resource stewardship is housed in the Department of Forest and Rangeland Stewardship. A second facet fosters research on these working landscapes with the Natural Resource Ecology Laboratory at CSU, while another partners with CSU Extension and ranching- affiliated organizations to develop an apprenticeship program that builds knowledge and skills for a working ranch manager. The Western Ranch Management and Ecosystem Stewardship program is unique in that it is largely informed by the Rocky Mountain ranching community.
B. New gift establishes program for student-veterans
Made possible by a generous gift from Dr. Michael Buffum (B.S., ’70; D.V.M., ’72) and his wife, Kathleen, the newly established VetRams Program is a partnership between the College of Veterinary Medicine and Biomedical Sciences and Adult Learner and Veteran Services to provide academic and financial support to student-veterans pursuing a professional degree in veterinary medicine. For currently enrolled student-veterans, the plan is to identify those who are serious about applying to the D.V.M. Program and help them succeed. For prospective student- veterans, the focus is on outreach and preparation that promotes a D.V.M. as a viable career option. Once the program is fully endowed at $5 million, the goal is to provide two student- veterans annually with full-cost scholarships of $65,000 a year for four years.
VII. INNOVATION AND RESEARCH
A. CSU joins U.S. Department of Energy water research network
Colorado State University is a founding partner in a $110 million U.S. Department of Energy research network called the National Alliance for Water Innovation, focused on treatment and reuse technologies for nontraditional source waters like municipal wastewater, seawater, brackish water, water produced as a byproduct of oil and gas drilling, meat and dairy processing wastewater and agricultural drainage water. Thomas Borch, professor in the Department of Soil and Crop Sciences and a researcher in environmental and agricultural chemistry, is heading a CSU team providing expertise to the alliance, which will complete its work over the next several years. Other CSU contributors: Todd Bandhauer, associate professor in mechanical engineering; Brandi Grauberger, engineering Ph.D. student and InTERFEWS trainee; research scientist Robert Young and Ph.D. student Sean Stokes in Borch’s lab; Tiezheng Tong, assistant professor in civil and environmental engineering; and Daniel Herber, assistant professor in systems
Board of Governors of the Colorado State University System Meeting date: August 5, 2021
engineering. The CSU team is primarily focused on the agriculture sector, which is one of five broad areas of study for the alliance; the others are power, resource extraction, industry, and municipal water. The National Alliance for Water Innovation is headquartered at Lawrence Berkley National Laboratory, with partners all across the U.S. Its stated focus is scalable technologies for desalination, or the removal of salts and contaminants from nontraditional water sources.
B. CSU researchers make first-ever discovery of Zika virus RNA in free-ranging African bats
A team of Colorado State University scientists, led by veterinary postdoctoral fellow Dr. Anna Fagre, has detected Zika virus RNA in free-ranging African bats. RNA, or ribonucleic acid, is a molecule that plays a central role in the function of genes. The findings have ecological implications and raise questions about how bats are exposed to Zika virus in nature. The study was recently published in Scientific Reports, a journal published by Nature Research. Fagre, a researcher at CSU’s Center for Vector-Borne Infectious Diseases, said while other studies have shown that bats are susceptible to Zika virus in controlled experimental settings, detection of nucleic acid in bats in the wild indicates that they are naturally infected or exposed through the bite of infected mosquitoes. The research team used 198 samples from bats gathered in the Zika Forest and surrounding areas in Uganda and confirmed Zika virus in four bats representing three species.
C. New Temple Grandin Equine Center Opens
Just west of Colorado State University’s main campus in Fort Collins, the new state-of-the-art Temple Grandin Equine Center opened its doors officially in May as the new home of one of the leading equine-assisted services facilities in the world. Named for CSU Department of Animal Sciences professor and autism advocate Temple Grandin and constructed with generous support from donors, the building is home to a 14,000-square-foot climate-controlled arena, 100-person viewing area with smart technology, and a 500-square-foot traditional clinical therapy room that support student learning, client success and research advancement for the EAS industry. The modern facility will enhance CSU’s ability to serve individuals with physical, emotional and developmental challenges while elevating the role of the horse in society in a world-class teaching and learning environment.
D. New research consortium will invest in next-generation solar energy technology
To help address the world’s need for clean energy, Colorado State University, the Wright Center for Photovoltaics at the University of Toledo, and the National Renewable Energy Laboratory have teamed with U.S.-based companies to form the U.S. Manufacturing of Advanced Cadmium Telluride (US-MAC) photovoltaics consortium. Jim Sites, professor in the CSU Department of Physics who serves on the consortium’s three-member executive committee, has spent the last several decades leading research in the characterization and performance of solar cells made from cadmium telluride. He works closely with W.S. Sampath, professor in the Department of Mechanical Engineering, and together they have formed a powerful research collaboration at CSU that has pushed the boundaries of cadium telluride, or CdTe, technology, supported by millions in federal grants. Made from mining byproducts, cadmium telluride powers high-
Board of Governors of the Colorado State University System Meeting date: August 5, 2021 efficiency, commercially competitive solar modules that offer the lowest carbon footprint of any commercially available solar technology available today.
E. CSU Energy Institute awarded $1 million from DOE to support energy innovation
Colorado State University’s Energy Institute will receive $1 million from the U.S. Department of Energy to support energy innovation and commercialization in Colorado and the region. The award is part of the DOE’s Energy Program for Innovation Clusters. The funding, announced jointly by Colorado state lawmakers, will help CSU create the Rockies/Plains Energy Accelerator for Commercializing Hardtech, in collaboration with Innosphere Ventures, the Colorado Energy Research Collaboratory, and 22 other committed ecosystem partners. REACH is tailored to the specific needs of the Rocky Mountains Great Plains region, an area spanning more than 40% of the lower continental United States and producing 25% of the nation’s energy.
F. CSU partners with Colorado Parks and Wildlife to study wolf reintroduction stakeholder engagement process
The Colorado Parks and Wildlife Commission and Colorado State University are partnering on a research study about the public and stakeholder engagement process associated with wolf reintroduction in the state, in concert with the recent ballot initiative requiring the CPWC to restore and manage gray wolves in Colorado no later than December 31, 2023. This marks the first time voters have decided to reintroduce wolves in the U.S.
The research will be funded by a RAPID National Science Foundation (NSF) grant from the Decision, Risk and Management Sciences Directorate. (RAPID is a term used by NSF to describe research projects that require a rapid response.) Based on public feedback and CPW’s expertise in developing wildlife management plans, the agency is moving forward with a strategic, phased approach that will enable stakeholder engagement and public involvement throughout the planning process for wolf reintroduction efforts. This study is not part of the wolf reintroduction planning process nor connected to the public involvement process for gray wolf reintroduction efforts led by the Keystone Policy Center.
G. Food security blossoms in gardens statewide
After a colder and wetter spring than normal, backyard gardeners across Colorado are planting, tending and preparing to harvest for the second season of Grow & Give, a program whose volunteers raise and donate fresh fruits and vegetables for statewide distribution to people in need. Grow & Give is a project of the Colorado Master Gardener Program, a well-known part of CSU Extension. Volunteer participation is open to any Colorado gardener. The project sprouted in Spring 2020 in response to skyrocketing food needs among people coping with unemployment and other hardships during the COVID-19 pandemic.
Board of Governors of the Colorado State University System Meeting date: August 5, 2021
VIII. FISCAL STRENGTH
A. Major Gift Report
June 2021 FY21 FY20
Amount Count Amount Count Amount Count Contributions $43,345,011 2,487 $130,320,900 27,642 $104,636,651 29,258 Irrevocable Planned Gifts - - $1,082,089 3 $2,797,639 6 Revocable Gifts and Conditional Pledges $2,000,000 2 $32,390,003 48 $49,487,506 100 Payments to Commitments Prior to Period ($1,223,248) 299 ($16,727,678) 1,166 ($20,840,721) 1,012 Total Philanthropic Support $44,121,763 2,346 $147,065,314 27,424 $136,081,075 28,957 Other Private Support $1,273,869 12 $31,160,464 930 $39,109,208 3,269 Net Private Support $45,395,632 2,358 $178,225,778 28,078 $175,190,282 31,031
B. Major gifts not previously reported
$7,000,000 revocable commitment designated as $2,800,000 to support the Argus Endowment, $2,800,000 to support the Buster Small Animal Medicine Teaching Fund in Honor of Dr. Kristy Dowers Endowment, $700,000 to support the Stem Cell Research Greatest Need, and $700,000 to support the Companion Care Endowment, College of Veterinary Medicine and Biomedical Sciences.
$2,400,000 in gifts and pledges designated as $2,000,000 to support the Pandemic Resilience Project, Vice President Research, and $400,000 to support CVMBS – Research Sponsored, College of Veterinary Medicine and Biomedical Sciences.
$2,000,000 revocable commitment to support the Stephanie Smith Memorial Scholarship in Food Science and Human Nutrition Endowment, College of Health and Human Sciences.
$1,500,000 revocable commitment to support the Dr. Matthew S. Johnston College Chair for Avian, Exotic and Zoological Medicine Endowment, College of Veterinary Medicine and Biomedical Sciences.
$1,098,195 gift to support the Clinical Science Special Projects, College of Veterinary Medicine and Biomedical Sciences.
$1,062,089 pledge designated as $849,671 to support the Football Discretionary, and $212,418 to support the Volleyball Discretionary, Athletics.
$1,049,932 gift designated as $787,449 to support the Helen D. Van Dyke Chair in Interventional Cardiology and Cardiac Surgery Endowment, and $262,483 to support Cardiology and Cardiac Surgery, College of Veterinary Medicine and Biomedical Sciences.
$1,000,000 revocable commitment to support the Marty Bucco Award for Creative Teaching and Scholarship Endowment, College of Liberal Arts.
Board of Governors of the Colorado State University System Meeting date: August 5, 2021
$1,000,000 gift designated as $200,000 to support the Rams Against Hunger Food Pantry Endowment, $200,000 to support the Fostering Success Leadership Endowment, $150,000 to support the Fostering Success Endowment, $150,000 to support the Galena Native Student Endowment, $100,000 to support the Student Diversity Programs and Services Endowment, $100,000 to support Student Diversity Programs and Services, $50,000 to support the Galena Native Student, and $50,000 to support the Rams Against Hunger Food Pantry, Student Affairs.
$520,000 gift to support the Natural Resource Ecology Lab, Warner College of Natural Resources.
$500,000 pledge to support the Max and Patricia Goracke Engineering Scholarship Endowment, College of Engineering.
$450,000 planned gift to support the CVMBS Greatest Need, College of Veterinary Medicine and Biomedical Sciences.
$400,000 pledge to support Michael Smith Scholars in Natural Sciences, College of Natural Sciences.
$344,499 gift to support the Lisa and Desi Rhoden College Professorship in Electrical and Computer Engineering Endowment, College of Engineering.
$315,000 pledge to support Perennial Grain Modeling, Warner College of Natural Resources.
$300,000 pledge to support the Kendall Reagan Nutrition Center, College of Health and Human Sciences.
$296,821 planned gift to support the CVMBS Greatest Need, College of Veterinary Medicine and Biomedical Sciences.
$290,000 pledge designated as $180,000 to support the National Western Stock Show Scholarship, $52,000 to support the National Western Stock Show Graduate Scholarship in Animal Sciences, $8,000 to support the National Western Stock Show/Jim Henry Scholarship, College of Agricultural Sciences, and $50,000 to support the National Western Scholarship in the Professional Veterinary Medical Program, College of Veterinary Medicine and Biomedical Sciences.
$275,000 gift to support Hydrocarbon Research - Department of Civil Engineering, College of Engineering.
$266,660 gift to support Gift Designation Pending, Other Areas.
$220,000 gift to support the Center for New Energy Economy-Program, Vice President Research.
$220,000 planned gift to support the RAM Loan Program, Enrollment & Access.
Board of Governors of the Colorado State University System Meeting date: August 5, 2021
$200,000 gift to support the Gregory Allicar Museum of Art, College of Liberal Arts.
$200,000 gift to support the Warner College of Natural Resources Research, Warner College of Natural Resources.
Gift to support The Center for Human-Carnivore Coexistence, Warner College of Natural Resources.
$175,000 gift to support the The Shumi Shar-Pei Autoinflammatory Disease (SPAID) Project, College of Veterinary Medicine and Biomedical Sciences.
$174,000 gift to support the Gregory Allicar Museum of Art, College of Liberal Arts.
$150,000 revocable commitment to support the History Endowment, College of Liberal Arts.
$145,000 gift to support the Gregory Allicar Museum of Art, College of Liberal Arts.
$125,000 gift to support Scavelli Family Small Animal Surgery Support, College of Veterinary Medicine and Biomedical Sciences.
$124,449 gift to support the Human Development and Family Studies - Community Outreach, College of Health and Human Sciences.
$112,500 gift to support Collaboration on Environmental Research Topics, College of Engineering.
$100,000 gift to support the Gregory Allicar Museum of Art, College of Liberal Arts.
$210,000 in gifts to support the Center for Companion Animal Studies, College of Veterinary Medicine and Biomedical Sciences.
$200,000 in gifts to support Lucy & Friends PET/CT Equipment and Operational Support, College of Veterinary Medicine and Biomedical Sciences.
IX. NOTABLE HIRES AND PERSONNEL CHANGES
A. Kauline Cipriani is CSU’s new VP for Diversity and Inclusion
Kauline Cipriani joined President Joyce McConnell’s leadership team on August 1 as the new vice president for diversity and inclusion. Cipriani’s most recent position, as associate dean for inclusive excellence at the Gillings School of Global Public Health at the University of North Carolina-Chapel Hill, is the culmination of a decision she made nearly 20 years ago to accept the position of assistant to the provost at Purdue. In this role, she coordinated and launched the university’s first strategic plan for diversity and inclusion and served in successive leadership positions focused on diversity, equity and inclusion.
Board of Governors of the Colorado State University System Meeting date: August 5, 2021
Cipriani believes the historical approach campuses have taken to diversity, equity, inclusion and justice needs to be expanded, incentivizing university leadership, faculty and staff to join in and move that work forward. Ultimately, she says, diversity, equity, inclusion and justice are integral to excellence and are accomplished through everyone’s actions — everyone has a role to play. Cipriani also will have a faculty appointment in the Department of Ethnic Studies in the College of Liberal Arts.
B. Shirley named Assistant Vice President for Engagement and Outreach, Deputy Director of CSU Extension
On July 14, Dr. Lindsey Shirley joined Colorado State University in the role of assistant vice president for engagement and extension and deputy director of CSU Extension. In this position, she will serve as a key leader of the Office of Engagement and Extension and will focus on program quality (content, impact, work with faculty) and providing day-to-day leadership and operational oversight to implement the extension mission of the university and to advance the strategic goals of the Office. Shirley will lead engagement, extension and continuing education programs and services including professional education and Lifelong Learning.
C. Huffhines named director of Equine Sciences and Elite Bovine and Equine Genetics
Craig Huffhines, a top executive with two-plus decades of leadership experience in the equine and beef industries, is returning to his alma mater as Colorado State University’s director of Equine Sciences and Elite Bovine and Equine Genetics. Huffhines, who starts his new role August 15, will lead the Equine Sciences program in the Department of Animal Sciences and serve as the Wagonhound Land and Livestock Endowed Chair in Equine Sciences. He follows former director Jerry Black, who retired in 2020. Huffhines came to Fort Collins in 1990 and became University Distinguished Professor Gary Smith’s first graduate student. He plans to strengthen relationships with CSU partners such as the Animal Reproduction and Biotechnology Laboratory; the Agricultural Research, Development and Education Center; and the University’s biological sciences programs. He will also work closely with CSU’s collegiate rodeo program, Legends of Ranching performance horse sale, Right Horse program, and the Temple Grandin Equine Centers in both Fort Collins and at the new CSU Spur campus in Denver.
D. Hagan named head coach of Rams Soccer
Keeley Hagen, a three-time All-American and former professional soccer player with 14 years of assistant coaching experience at the Power-Five level, has been named the second-ever head soccer coach at Colorado State University. Hagen has been with the University of Texas since December of 2011, helping accrue 92 victories and reach four NCAA Tournaments, including a 2017 Sweet 16 appearance – the program's first in 10 years. Over nine seasons with UT, she aided the development of five All-Americans and five student-athletes who advanced to the professional level. Hagen received her bachelor's degree in education with an emphasis in exercise science from the University of Tennessee. She also earned her United States Soccer Federation "A" license in 2019.
E. Tran selected to lead CSU Women’s Tennis
Board of Governors of the Colorado State University System Meeting date: August 5, 2021
Mai-Ly Tran has been named head coach of the Women’s Tennis team at CSU. Tran becomes just the fourth head coach in program history and the second woman, following Lois Nieder, who guided the Rams' the first 14 seasons of play, beginning in 1975-76. This will be her second head-coaching stint. Tran is coming off a successful run as Drake's head coach for five seasons. She led that team to their the first Missouri Valley Conference Tournament championship since 2000, a trip to the NCAA Tournament and a 7-0 sweep of Colorado State on the Bulldogs' home court. Tran was also named the conference Coach of the Year in 2018.
F. Ruff returns to CSU to lead Black/African American Cultural Center
Duan Ruff has retuned to CSU to lead the Black/African American Cultural Center. A CSU alum and former CSU athlete, Ruff previously served as assistant director for the B/AACC. Ruff has his bachelor’s degree, MBA and Principal’s license and is currently in pursuit of his EdD. He started in the director position in June following longtime Director Bridgette Johnson’s elevation to managing director of diversity, equity, inclusion and student success at CSU.
The B/AACC assists students who identify as, with, and/or in exploration of the Black/African American culture with their transition to CSU and throughout their academic careers by providing support and encouragement for their academic, professional, cultural, and personal development.
G. Schrader is new Director of Adult Learner and Veteran Services
Ben Schrader, born and raised in Western Colorado and served in the US Army as a 19D Cavalry Scout from 2001-2005, will lead CSU’s Adult Learner and Veteran Services office. Schrader was stationed in Germany with 1st ID and deployed to Kosovo and to Iraq. He then went to Colorado State University and double majored in Political Science and Sociology, as well as earned an MA in Ethnic Studies. At CSU he was a part of ASCSU, SLiCE, and PLP (President’s Leadership Program). He was also heavily involved in the CSU/Fort Collins community. Schrader then went on to earn a PhD in Political Science from the University of Hawaii. Over the past 7 months, he has been working as an Academic Success Coordinator for undeclared students in the Collaborative for Student Achievement here at CSU. Ben’s work examined veteran activism, and his book “Fight to Live, Live to Fight: Veteran Activism after War” focuses on veterans who are now social justice activists. He is also on the Board of Directors for the nonprofit organizations Veterans for Peace and About Face: Veterans Against the War.
H. Miller named new director of Cooperative Institute for Research in the Atmosphere
Research scientist and Colorado State University alumnus Steven Miller has been named director of the Cooperative Institute for Research in the Atmosphere; he will also hold a joint appointment as professor in the CSU Department of Atmospheric Science. As one of 15 cooperative institutes partnering with NOAA, CIRA works with the department to conduct cutting-edge atmospheric science research that benefits the nation. CIRA’s research encompasses satellite meteorology, numerical forecasting, tropical storm prediction, air quality monitoring and data dissemination. Miller has led important research initiatives, developed new programs and pursued new avenues for funding as CIRA’s deputy director
Board of Governors of the Colorado State University System Meeting date: August 5, 2021
since 2007. In August, he will replace the current director, Christian Kummerow, who is stepping down after 11 years to focus on his research as a CIRA Fellow and professor in Atmospheric Science.
Founded in 1980 under the direction of University Distinguished Professor Emeritus Tom Vonder Haar, CIRA’s research into satellite meteorology quickly spread into other topics, including hurricane forecasting and weather forecast models. CIRA works with NOAA, NASA and the U.S. Departments of Defense, Energy and Interior to advance our understanding of weather, water and air quality. Intended as a clearinghouse to leverage the research capabilities of academic institutions to benefit real-time forecast operations, the cooperative institute model created by NOAA helps guide academic research on topics of immediate and critical importance to the nation.
I. Grice joins CSU’s Pride Resource Center
Dr. Ashley Grice, who was a residence director at CSU from 2012-2015, has rejoined CSU as director of the Pride Resource Center after completing her doctorate in Social and Comparative Analysis in Education at Carnegie Mellon University. Grice has invested much of her time and energy engaging and advocating for the LGBTQ+ community on campus and in the communities where she lives. She is eager to be working directly with and for minoritized student communities and working for an increasingly welcoming and affirming campus community.
The Pride Resource Center provides programs and services to support the retention and thriving of LGBTQ+ students at CSU. Pride also provides resources for all community members to embrace and expand their understanding of sexual orientation, romantic orientation, gender identity, and gender expression, engaging the campus in critical learning and action towards the liberation of our wider LGBTQ+ community, particularly those who continue to face oppression based on other intersecting identities.
J. Dove leading Student Disability Center
Justin Dove became director of the Student Disability Center in December 2020, leaving his home state of Missouri for CSU. He has his master’s degree in student affairs in higher education from Missouri State University. Dove began his professional career in the Disability Center at the University of Missouri as an exam coordinator and access advisor, later becoming director of the center.
The Student Disability Center provides support for students with both permanent and temporary disabilities. These can encompass physical disabilities, chronic illness/health conditions, mental health conditions, learning disabilities, and temporary disabilities.
K. Gonzales-Soto named Director of Student Legal Services
Penny Gonzales-Soto is the new Director of Student Legal Services at Colorado State. She received her law degree from the University of Denver and served as a clerk to the Colorado Supreme Court Chief Justice Mary Mullarkey. Gonzales-Soto served as Director of Immigration Services at The Justice Information Center, a non-profit agency in Denver. In private practice,
Board of Governors of the Colorado State University System Meeting date: August 5, 2021
Gonzales-Soto provided Immigration 101 presentations to immigrants in Northern Colorado, community groups working with immigrants, students, and their families, and to groups working to understand the world of immigration. Penny also served as an Assistant Judge in the City of Greeley Municipal Court. She joined SLS in 2019 as a staff attorney.
COURAGEOUS STRATEGIC TRANSFORMATION – DRAFTING GROUP GOALS TEMPLATE
STRATEGIC PRIORITY / DRAFTING GROUP TITLE:
RESPONSIBLE: ACCOUNTABLE: Chair CONSULTED: INFORMED: Who’s doing the work? Who deems the work is complete Who needs to provide input Who needs to be kept in the loop? and manages status? Only one throughout? person 1. 1. 1. 1. 2. 2. 2. 2. 3. 3. 3. 3. GOALS: Identify your group's top 3‐4 key initiatives or priorities here, then provide detail about each goal in the sections that follow. 1. 2. 3. 4. GOAL 1: TIMELINE FOR COMPLETION (e.g. 6 months, 18 months, 3 years):
DEFINE SUCCESS: How will we know we’re moving in the right direction? Provide quantitative and qualitative examples. What will people say/do/believe as a result of our work?
How does this tie into our Green (A sustainable thriving planet) and Gold (A flourishing humanity) 1. 2. 3. How will this take into consideration diversity, equity, inclusion and justice? 1. 2. 3. How will this goal have an effect on people, processes, or technology as it looks to transform our institution? 1. 2. 3. What resources will be needed to achieve these goals? Please provide any thoughts on source of resources. 1. 2. 3. GOAL 2: TIMELINE FOR COMPLETION (e.g. 6 months, 18 months, 3 years):
DEFINE SUCCESS: How will we know we’re moving in the right direction? Provide quantitative and qualitative examples. What will people say/do/believe as a result of our work?
COURAGEOUS STRATEGIC TRANSFORMATION – DRAFTING GROUP GOALS TEMPLATE
How does this tie into our Green (A sustainable thriving planet) and Gold (A flourishing humanity) 1. 2. 3. How will this take into consideration diversity, equity, inclusion and justice? 1. 2. 3. How will this goal have an effect on people, processes, or technology as it looks to transform our institution? 1. 2. 3. What resources will be needed to achieve these goals? Please provide any thoughts on source of resources. 1. 2. 3. GOAL 3: TIMELINE FOR COMPLETION (e.g. 6 months, 18 months, 3 years):
DEFINE SUCCESS: How will we know we’re moving in the right direction? Provide quantitative and qualitative examples. What will people say/do/believe as a result of our work?
How does this tie into our Green (A sustainable thriving planet) and Gold (A flourishing humanity) 1. 2. 3. How will this take into consideration diversity, equity, inclusion and justice? 1. 2. 3. How will this goal have an effect on people, processes, or technology as it looks to transform our institution? 1. 2. 3. What resources will be needed to achieve these goals? Please provide any thoughts on source of resources. 1. 2. 3. GOAL 4: TIMELINE FOR COMPLETION (e.g. 6 months, 18 months, 3 years):
DEFINE SUCCESS: How will we know we’re moving in the right direction? Provide quantitative and qualitative examples. What will people say/do/believe as a result of our work?
COURAGEOUS STRATEGIC TRANSFORMATION – DRAFTING GROUP GOALS TEMPLATE
How does this tie into our Green (A sustainable thriving planet) and Gold (A flourishing humanity) 1. 2. 3. How will this take into consideration diversity, equity, inclusion and justice? 1. 2. 3. How will this goal have an effect on people, processes, or technology as it looks to transform our institution? 1. 2. 3. What resources will be needed to achieve these goals? Please provide any thoughts on source of resources. 1. 2. 3.
COURAGEOUS STRATEGIC TRANSFORMATION – DRAFTING GROUPS TIMELINE
CST Drafting Groups Timeline
Meeting Date Topic / Aims
Introductions & Initial Brainstorming: What is this group’s value and 1 mission? Who needs to be consulted (stakeholders)? How will we engage them?
2 What problems / challenges exist in this area that we can address?
3 Identify potential priorities, initiatives, and/or goals for the group (7-10)
4 Identify top priorities, initiatives, and/or goals for the group (3-4) Aug 2nd Submit interim report on group progress 5 Open Forum with CSU Community
Define success: How will we know we’re moving in the right direction? 6 Provide quantitative and qualitative examples. What will people say/do/believe as a result of our work?
How does this tie into our Green (A sustainable thriving planet) and 7 Gold (A flourishing humanity) How will this take into consideration diversity, equity, inclusion, and 8 justice? 9a 2nd Open Forum with CSU Community Identify metrics and timeline for completion (e.g., 6 months, 12 months, 9b 3 years) Sept 17th Refine responses and submit final report (goals template)
Board of Governors | Colorado State University System August 2021 Fall 2021: Moving Forward and Reaching Out
COLORADO STATE UNIVERSITY New hires:
• Kauline Cipriani, Vice President for Diversity and Inclusion • Joined CSU August 1 • Former associate dean for inclusive excellence at the Gillings School of Global Public Health at UNC-Chapel Hill
• Lindsey Shirley, Assistant Vice President for Engagement and Outreach, Deputy Director of CSU Extension • Joined CSU July 14 • Former Associate Provost, Extension and Engagement and Associate Director of Extension at Oregon State University Summer Outreach
COLORADO STATE UNIVERSITY Engaging Colorado: • Montezuma County Extension and Southwestern Colorado Research Center in Yellow Jacket • Ute Mountain Ute Tribe • Western Campus in Grand Junction and Western Colorado Research Center • Colorado State Fair in August Congratulations
COLORADO STATE UNIVERSITY COURAGEOUS STRATEGIC TRANSFORMATION
AUGUST, 2021 COURAGEOUS.COLOSTATE.EDU COURAGEOUS.COLOSTATE.EDU
Now Available Online: • Framework Documents • Scrolling Plan Timeline for Phase 5 • Resources
FULL CONTENT AVAILABLE ONLINE AND IN SUBMITTED REPORTS TO THE BOARD OF GOVERNORS
• Research • Individual and Institutional • Engagement Accountability STRATEGIC ENROLLMENT • STRATEGIC WORKFORCE • Health Principled Philanthropy DEVLOPMENT, SUPPORT, • Strategic Branding and Marketing • SPUR ANDWELLNESS INDIVIDUAL AND • • Facilities/Spaces/Places Diversity, Equity, Inclusion, and INSTITUTIONAL Justice • SustainabilityACCOUNTABILITY • Athletics • Strategic Enrollment • STRATEGIC BRANDING Student SuccessATHLETICS • Strategic Workforce AND MARKETING • Development, Support, and Rural Initiative Wellness • Budget and Operational Reform COURAGEOUS.COLOSTATE.EDU THANK YOU COURAGEOUS STRATEGIC TRANSFORMATION – LEADERSHIP DRAFTING GROUPS Key Areas Research Sustainability • Melissa Burt • Bruce Alexander • V. Chandrasekar • Stacey Baumgarn • Gregg Dean • Hayley Choiunard • Matt Hickey • Rich Conant • Sam Houghteling • Lynn Delmore • Jan Leach • Karen Estlund • Steve Lovaas • Paul Goodrum • Travis Maynard • Ken Manning • Jan Nerger • Toni Miyamoto • Alan Rudolph • Emily Allen • Aleta Weller • Jason Quinn • Pete Taylor Engagement • Patricia Vigil • Albert Bimper • Diana Wall • Kathleen Fairfax • Lisa Hansen SPUR • Blake Naughton • Jenelle Beavers • Pam Norris • Jocelyn Hittle • Geniphyr Ponce-Pore • Blake Naughton • James Pritchett • Angie Nielson • John Sanderson • Mary Pederson • Arthur Sintas • James Pritchett • Alan Rudolph Health • Elizabeth Amoa-Awuah Facilities | Spaces | Places • Keith Belk • Amy Charkowski • Sam Halabi • Martha Coleman • Wayne Jensen • Thom Hadley • Valerie Lewis • John Hayes • Lori Lynn • Fred Haberecht • Tracey Nelson • Lynn Johnson • Alan Rudolph • Tonya Malik-Carson • Davina Rhodes • Laura Malinin • Sue Vanderwoude • Mari Strombom • Lise Youngblade • Melissa Reynolds
COURAGEOUS STRATEGIC TRANSFORMATION – LEADERSHIP DRAFTING GROUPS Building Blocks Strategic Enrollment Principled Philanthropy • Shannon L. Archibeque-Engle • Ann Claycomb • Yolanda Bevill • Virginia Fanning • Heather Daniels • Jerick Flores • Gaye Digregorio • Blanche Hughes • Abby Hanouw • Lisa Kutcher • Dave McLean • Tanara Landor • Rob Mitchell • Cheri O’Neil • Hope Parker • Allen Padilla • Mary Pedersen • Rod Page • Leslie Taylor • Sarah Schmidt • Strategic Workforce Kim Tobin Development, Support, and Strategic Branding and Marketing Wellness • Doni Aldine • Sarah Badding • Yolanda Bevill • Marsha Benedetti • Lisa Street Case • Ann Claycomb • Nancy Deller • Robyn Fergus • Beth Etter • Wayne Hall • Todd Fedell • Sue James • Chris Ferris • Judy Muenchow • Matt Helmer • Heather Pidcoke • Gary Palokovic • Diana Prieto • Mary Stromberger • Carmen Rivera • Beth Walker • Ben Withers Athletics Individual and Institutional • Kristi Bohlender Accountability • Terry Engle • Brandon Bernier • Cody Frye • Barry Braun • Shane Kanatous • David Carpenter • Joe Parker • Jenny Cross • Tom Satterly • Sue Doe • Duan Ruff • Melissa Emerson • Kyle Saunders • Richard Eykholt • Emily Wilmsen • Laura Jensen • Tae Nosaka • David Ryan Board of Governors of the Colorado State University System Meeting Date: August 5-6, 2021 Report Item
MATTERS FOR ACTION:
CSU: Delegable Personnel Actions
No action required. Report only.
EXPLANATION:
Presented by Joyce McConnell, President
At its August 3, 2012 meeting, the Board approved a resolution to expand the delegated and redelegable authority to the institutional Presidents to include approval, in accordance with Board-approved institutional policies: 1) sabbatical leaves and revisions to them; 2) emeritus faculty appointments; and 3) all requests for Leave without Pay, with periodic reports to the Board.
LEAVE OF ABSENCE
NAME DEPARTMENT FROM TO Antonelli, Lara Health Network Medical 06/08/21 06/30/21 Antonelli, Lara Health Network Medical 07/09/21 07/30/21 Ballard, Madison Microbio, Immunology & Pathology 07/04/21 Unknown Bontadelli, Johnna Health Network Medical 07/20/21 07/30/21 Buell, Elizabeth Health Network Medical 06/01/21 06/29/21 Callaway, Roger CEMML 05/24/21 05/28/21 Collins, Amy Fish, Wildlife & Conserv. Bio 06/14/21 07/02/21 Davidson, Anna Colo Nat Heritage Program 06/01/21 Unknown Dinkel, Julianne Peaks and Plains Region 04/22/21 04/28/21 Dinkel, Julianne Peaks and Plains Region 04/22/21 Unknown Dinkel, Julianne Peaks and Plains Region 05/24/21 05/28/21 Elffner, Terri Health Network Medical 06/01/21 06/30/21 Elffner, Terri Health Network Medical 07/12/21 07/30/21 Evans, Anna School of Music, Theatre &Dance 06/21/21 07/09/21 Gerlitzki, Elizabeth Health Network Medical 06/01/21 06/30/21 Gerlitzki, Elizabeth Health Network Medical 07/01/21 07/31/21 Groh, Cellanie Health Network Medical 06/01/21 06/30/21 Groh, Cellanie Health Network Medical 07/01/21 07/30/21 Handing, Elizabeth Human Dev & Fam 05/25/21 06/14/21 Johnson, Mari Front Range Region 06/18/21 12/31/21 Keller, Alexandra College of Natural Sci 05/01/21 Unknown Keller, Alexandra College of Natural Sci 06/01/21 Unknown Lee, YuJung Political Sci 08/16/21 12/31/21
Personnel Action Items Colorado State University – Fort Collins Board of Governors of the Colorado State University System Meeting Date: August 5-6, 2021 Report Item
NAME DEPARTMENT FROM TO Li, Jennifer CEMML 05/11/21 05/14/21 McMullen Bushman, Charnell Front Range Region 06/16/21 06/18/21 Muniz, Araina Office of Title IX Programs 05/26/21 05/28/21 Navarra, Jennifer CEMML 06/29/21 Unknown Oxford, Ashley Biochem, Molecular Bio 06/01/21 07/30/21 Reese, Colleen VP for UA 05/06/21 Unknown Vesty, Jill Health Network Medical 06/01/21 06/30/21 Vesty, Jill Health Network Medical 07/01/21 07/29/21 Whitesell, Julie Health Network Medical 06/01/21 06/30/21 Whitesell, Julie Health Network Medical 07/06/21 07/30/21 Williamson, Daniel CEMML 06/08/21 Unknown
Personnel Action Items Colorado State University – Fort Collins
Section 4
CSU-Global Campus Reports
CSU-Global Campus Student Representative’s Report CSU-Global Campus Faculty Representative’s Report CSU-Global Campus President’s Report
Board of Governors to the Colorado State University System August 5th – 6th, 2021 Student’s Report
Colorado Department of Higher Education
I have joined the student leadership team that works with Dr. Angie Paccione and Carl Einhause in the CDHE. We recently had our 1st Biennial Colorado Summit on Sexual Misconduct. This was a very informative two-day seminar that shared a lot of insight and helpful information regarding sexual misconduct within higher education in Colorado. I was happy to be a part of the conversation and took away some valuable skills on how to help my fellow students through these types of situations. I am able to share the recorded sessions with anyone if they are interested.
Colorado HB 1330 Task Force
I recently joined the HB 1330 Task Force. This is a task force that is meant to review the new Colorado Legislature House Bill 21-1330 Higher Education Student Success. Our membership to the task force was endorsed just last week and our first meeting is scheduled to be held remotely in mid-August. House Bill 1330 was passed last session and requires the creation of a task force, that includes student representation, to discuss higher ed topics in Colorado, and make recommendations for improvements to the state House and Senate Education Committees.
Library Advisory Board
The library advisory board meets once every three months to discuss how our library services are doing and to discuss any feedback from the professor and student ends. We have not yet had our first meeting.
CSU-Global Updates CSU-Global was recently named as one of the Top 10 Best Online Bachelor’s Programs in the nation by U.S. News & World. We recently had our Spring 2021 Commencement Ceremony on June 5, 2021.
Paige A. Martinez Student Representative Colorado State University – Global Campus BOG Report – July, 2021
Schedule of Courses: To ensure a positive student experience, CSU Global will be initiating a schedule of courses as opposed to offering every course, every term. The goal is to increase our efficiency by eliminating typically small courses (less than 5 students) by scheduling these courses only twice per trimester (one gold and one burgundy term). In turn, this will offer faculty who teach those courses larger classes and enhanced opportunities for student engagement in discussions.
Full Time Instructor Pilot Program: CSU Global will begin a pilot program of hiring full time instructors (not adjunct) who will teach 4 sections of a single course (ORG300) each term of their assigned track. The courses are important first core courses in 5 programs and critical points for student engagement and retention. Introductory level courses such as ORG300 are high impact courses as these often represent the first (or one of the first) courses in the program. Ensuring these instructors are seasoned instructors at CSU Global and know the program well will hopefully lead to an increased student experience.
CSU Global Demographics We proudly stand at 569 Faculty Strong with 16% military affiliated and 32% URM or other faculty. This includes 19 Program Directors on our team. Additionally, the Academic Suite offered at CSU Global now includes: 18 bachelor degrees and 17 master’s degrees There are 119 different opportunities available to students when you include the various certificates and specialization offerings.
Mission On! Event The Military and Emergency Responder Psychology (MERP) program along with the Student Veteran Organization recently hosted a webinar for CSU Global students and faculty to learn more about the unique stressors and needs of our service-member and veteran students. This panel discussion included great dialogue with participants on the importance of instructors, student success counselors, etc. proactively reaching out to offer support and assistance to students and recognizing important dates (i.e. Memorial Day, Veteran’s Day, as well as other impactful events.) for students that serve. We know that the “let me know if you need anything” approach does not fit well into the norms of military culture so identifying other ways of offering support can be helpful and help CSU Global become more culturally aware.
Faculty News:
Dr. Justin Bateh was appointed as a Courtesy Research Professor at the University of Florida College of Medicine. He will work with hospital leadership to develop strategies for improving patient satisfaction and teach medical trainees the business and operational side of the practice of medicine.
Dr. Tim Creel earned his EdS in Online education from the University of Missouri earlier this month.
Dr. Mary Dereshiwsky, along with Michael Schwanenberger and Laura Sujo-Montes, presented their poster, “Successfully Planning and Supervising Higher Education Online Programs” during the 14th International Conference of e-Learning and Innovative Pedagogies. This year’s event was held May 5-6, and was hosted by the University of the Aegean, Rhodes, Greece, and featured the theme: Transcending Social Distance: Emerging Practices in e-Learning.
Dr. Ashraf Esmail, Lisa Eargle, and Brandon Hamann contributed to “Terrorism Inside America’s Borders” published by Hamilton Books. Lanham, Maryland (2021).
Dr. Karina Kasztelnik recently authored or co-authored the following:
● Frederick, D. & Kasztelnik, K. (2021). The Effects on International Mergers and Acquisitions on Innovative Financial Performance for Higher Education Industry – Journal of Business and Economic Studies, 25(1), 2021, 1-25. ● Kasztelnik, K. & Brown, E. (2021). Microeconomic Resilience and Influence on Accounting Innovation with the Polythetic Cluster Modeling Techniques in the United States, Journal of Accounting and Finance, 21(2), 2021. ● Global Leadership Strategies Engaging Online Faculty Through Deep Machine Learning: A Model Analysis in the United States, Journal of Leadership and Management, 18, 42-47.
Dr. James Konopasek, aka Jim Kono, recently released a new music single entitled “Buddy,” co-written with his wife, Victoria Masters-Konopasek. The song describes the relationship between Konopasek’s son and his wonderful rescue quarter horse.
Dr. Marie Larcara, who works with a military charter high school, launched a new initiative at the school to oversee an academic learning lab that will provide academic support and extension for students as well as professional development for faculty. Dr. Larcara is designing a flexible learning space to serve the entire school and all stakeholders. The name of the new space will be The MAST: Maritime Academic Services Team.
Dr. Jack Nasser recently became a Board Certified Fellow with the American College of Healthcare Executives by meeting all the established requirements and passing the Board of Governor’s Exam.
Dr. Tony Pellegrini will present a number of education-related scholarly conferences this summer, specifically:
● Utah Rural Schools Conference, July 7-9: Effective Communication through your Emotional Intelligence: Dealing with your own Feelings, Dealing with others' Feelings. ● International Council of Professors of Educational Leadership Virtual Conference, Aug. 3-5: Principal Professional Development: A Collaborative, Cost-Effective, Approach Supporting the Principalship ● The European Conference on Education, July 15-18: K-12 Teacher Education Performance Assessment Preparation: Lesson Learned from Practical Application
Dr. Daniel Ramos had “The Layman’s Guide to Passive Investment” published in Technology and Investment magazine in June of 2021. This article is the first in a series under the “The Layman's Guide…” theme. Dr. Anton G. Camarota has been selected to present at the International Leadership Association’s 23rd annual global conference, Reimagining Leadership Together, Oct. 20-25, 2021, in Geneva, Switzerland and online. The title of the panel is Imagining Sustainability Leadership: A Conversation on Theory and Praxis.
Dr. Ashraf Esmail, along with Perry L. Lyle and Lisa Eargle, published a chapter: (2021). Mass Shooting and Misogyny: Broken Males Are Pulling the Trigger. In Mitigating Mass Violence and Managing Threats in Contemporary Society, pp. 48-74. IGI Global.
Dr. Kenneth Hogan recently became a certified Myers-Briggs Type Indicator practitioner.
Dr. Irene Hufton received a number of research grants in pediatric neurology, including:
● American Academy of Neurology Research Diversity scholarship award (March 2021) ● University of Alabama School of Medicine - Medical Student Summer Research Project (May 2021) ● National Institutes of Health NHLBI T35 Summer-Term Health-Related Training in Professional Schools scholarship award ● Foundation of the Consortium of Multiple Sclerosis 2021-22 Research Scholarship award (May 2021)
Dr. Murthy Rallapalli’s paper, Cardiovascular Prediction Analysis Using Watson AutoAI models, has been accepted for presentation at DeLTA 2021, the 2nd International Conference on Deep Learning Theory and Applications Conference. Board of Governors of the Colorado State University System August 5-6, 2021 President’s Report Item
President’s Report CSU Global closed out Fiscal Year 2021 better than anticipated. COVID-19 and the transition of leadership in key areas created an opportunity to rethink our business and how we can support our students and staff through challenging times. CSU Global is a resilient organization that is focused on student success, and FY21 was no different. We were able to graduate almost 100 more students than anticipated, retained 81% of new students throughout the year, and achieved 90% to goal for continuing student registration and persistence goals. Our greatest challenge this year was the enrollment of new students into the university, resulting in 7,573 on a goal of 10,200. Even with the challenges we faced, we were still able to help students achieve their academic goals and move forward in their lives during these uncertain times.
With the changes in the industry and society as a whole, I felt that it was important that we re-evaluate and realign our strategy to address the new landscape. Our 2020-2022 plan (Bridging the Educational Gap) followed the CSU Global 2.0 strategy in which our focus was on transforming the university and responding to the technological innovations taking place at CSU Global. Our focus with the Bridging the Educational Gap was on evaluating and improving upon the innovations that were implemented during the previous year and focusing on identifying new populations and engaging in a new way. COVID-19 has seen new priorities emerge with an increase in both real and perceived competition, changes in students’ needs and desires when it comes to education, and different needs for organizations and businesses alike. We as an organization took a deep dive into our market, completed a competitive analysis, and realigned our priorities through the development of a new three-year strategic plan that will allow us to move forward in alignment with the needs of students and stakeholders. Our new “Advancing Opportunities – One Student at a Time” plan allows us to focus on redefining higher education stakeholder engagement to advance the opportunities for students and stakeholders alike. We have the opportunity now to create a new path in online higher education that supports the needs of degree-seeking students, as well as the ability to address the skills gaps in the workforce. This plan will align the needs of industry and higher education, and we will be the premier provider of online higher education that can meet students where they are.
We have some audacious goals that we expect to achieve in the next three years, including reaching an active student population of 30,000, graduating and credentialing 30,000 or more students, as well as closing in on the equity gaps in completion, all while achieving a healthy operating margin. The four
PAGE 1 – CSU GLOBAL PRESIDENT’S REPORT strategic pillars—Innovative Experience, Strategic Engagement, Student Success, and Entrepreneurial Culture—will serve as the foundation from our strategy, but to achieve these goals it will take all of us focusing on one student at a time.
We are seeing our new student enrollment trending up for our July and August terms, which is what we were anticipating based on COVID vaccines being widely available and states getting back to normal. July will still come in lower than previous years because people are taking a break from being at home, spending time with family, and vacationing. As the school year begins and we see K-12 students back in school, I expect our new student enrollment to return to pre-pandemic levels. This year we expect to enroll 10,200 new students. Our refreshed and revised marketing strategy will support these new student enrollment goals as we continue to differentiate ourselves in the market.
In addition to adding to our population, we have a recharged focus on the retention and re-engagement of students. We saw a dip in our retention rates as well as an increase in withdrawal rates during the pandemic, and thus we have strategies in place to support us getting to 20,000 active students by the end of FY22. Our Student Success team is focusing on utilizing funds from the COSI grant to support students in their return to work. We are also refining our technology that supports students to create even more streamlined processes to meet students where they are and reduce obstacles that may deter their success. We have a new handoff process between our enrollment team and the student success counselor so that the student meets with a counselor and builds that relationship early on in their engagement with the university as opposed to after they have already started courses. We anticipate great success in supporting more students and closing the equity gaps by focusing on the needs of each individual student.
Finally, our academic area will be focused on reinvigorating our programs and ensuring even more alignment with industry needs. We are going to focus on building new skill-based and short-term courses and programs to meet the needs of the larger population of non-degree-seeking students. This will also allow us to have a stronger connection and engagement with industry partners to help them achieve their organizational goals around professional development. CSU Global is committed to serving students and helping them to obtain the degrees and skills they need to be successful in the global society. Our commitment to student success is what differentiates us and allows us to thrive in this competitive market.
Student Enrollment In FY21, we have enrolled 7,573 new students—55.1% are female and 44% are male—which is consistent with the FY20 population ratios. Comparing FY21 to FY20 we did see small increases in both Black (7.9% in FY21 vs. 6.6% in FY20) and Asian (4.9% vs. 3.3%) student populations, as well as a slight increase in the Hispanic/Latino population (16.4% vs. 15.3%). We are forecasting to end FY21 with fewer new students compared to FY20 which is a result of the challenges that we saw due to the pandemic. Comparing the Spring 2020 trimester (when the pandemic started) to our current Spring 2021 trimester, we see similar results: Spring 2020: 1,460 new students vs. Spring 2021: 1,473 new students, and we anticipate similar results for the June term in FY21.
PAGE 2 – CSU GLOBAL PRESIDENT’S REPORT
Student & Credit Hour Counts Below are the total student credit hours for each trimester at CSU Global as well as the total for FY21. Also included are unduplicated student headcounts for each trimester and year to date:
Student Demographics See below for demographic breakdowns of student populations who participated in courses in FY21.
PAGE 3 – CSU GLOBAL PRESIDENT’S REPORT Student Demographics (continued)
Graduation FY21 culminated in the graduation of 3,898 students. This puts CSU Global at just over 24,000 total degrees awarded since its founding.
PAGE 4 – CSU GLOBAL PRESIDENT’S REPORT Student Retention A key metric we use for student retention is 1st-to-3rd term retention, which monitors how many new students take a second class within their first three terms. Below are results for all new students in FY21.
Top Programs Listed below are the top five undergraduate and graduate programs for new student enrollments in FY21.
Rural Colorado Populations CSU Global tracks students within Colorado to identify students who are attending from rural counties within the state. We use the state definitions of Rural and Frontier in our rural categories, while urban and suburban are considered non-rural.
PAGE 5 – CSU GLOBAL PRESIDENT’S REPORT CSU Global Staff & Faculty Staff Faculty Demographics Demographics ● Staff count: 234 ● Faculty count: 573 ● Female: 51% ● Female: 43.1% ● Male: 49% ● Male: 56.8% ● URM/other: 26% ● Military affiliated: 16.75% ● URM/other: 32.63%
Retention Rates Retention Rates ● Staff retention: 85% ● Faculty retention: 92%
CSU Global Leadership Team We have expanded and enhanced CSU Global’s leadership team to include several new high-quality professionals who are committed to helping the university achieve its mission. We continue to focus on driving operational efficiency through innovative solutions that support the success of our students’ academic and professional success.
Dr. Paul Savory, Provost Dr. Paul Savory has over 25 years of higher education experience. As Provost he ensures that CSU Global academic offerings are relevant, prepare students, and satisfy unmet and emerging market demands. Prior to joining CSU Global, he served as Provost and Executive Vice President at Doane University. His other professional experience includes positions at Union Pacific Railroad, Nebraska Methodist College, and the University of Nebraska-Lincoln (UNL). Much of his career was with UNL as an administrator and as a faculty member in the Department of Industrial Engineering. A key administrative role was serving as the Interim Associate Vice Chancellor for Extended Education & Outreach where he developed strategies to expand online education. Dr. Savory has published two books on the scholarship of teaching and learning and has authored numerous articles on faculty development, course portfolios, online learning, computer simulation, and process improvement. He serves as the associate editor for education and assessment for the journal Computers and Industrial Engineering. He additionally serves as an active peer reviewer for the Higher Learning Commission to confirm a college’s resources support their program quality and effectiveness. Dr. Savory joined CSU Global in January 2021.
PAGE 6 – CSU GLOBAL PRESIDENT’S REPORT Dr. Angela Hernquist, Assistant Vice President of Academic Affairs Dr. Angela Hernquist serves as the Assistant Vice President of Academic Affairs. She oversees the hiring, scheduling, development, and performance of all 570+ CSU Global adjunct faculty. She has led numerous successful strategic initiatives and various departments at CSU Global including Student Affairs and Curriculum in addition to bringing on more than 300 faculty in the last six years. She has also served as Interim Assistant Provost and Interim Provost. Dr. Hernquist is a versatile professional with over 25 years of business and community leadership in both the public and private sectors including being co-founder of the Journal of Research in Leadership Education, the Lead National Organization Team Manager for Sherwin Williams, and recipient of a United States Congressional Certificate of Appreciation. Dr. Hernquist has been with CSU Global since 2015.
Dr. AnnMarie Marlier, Dean of Academic Programs Dr. AnnMarie Marlier serves as Dean of Academic Programs. Her focus is to support academic program planning, accreditation, assessment, and retention. She is an experienced academic with a successful track record of developing and leading high-impact initiatives, teams, and projects. Dr. Marlier has held roles as a Dean of Instruction, Dean of Curriculum, Dean of Graduate Programs, and Interim Vice President for Academic Affairs at several colleges. She has additionally held roles in institutional effectiveness, admissions, residence life, and student affairs. Prior schools have included Bryant & Stratton College, Midland University, Doane University, Alverno College, Ripon College, and Suomi College. Dr. Marlier joined CSU Global in April 2021.
Andrea Butler, Assistant Vice President of Digital Learning Andrea Butler serves as Assistant Vice President of Digital Learning. She serves as the strategic leader for the vision, leadership, and management of CSU Global course delivery now and into the future. Andrea previously served as Associate Vice President for Online Operations at Doane University, and as the academic dean for the School of Integrative Learning. She has experience in directing the offices and managing the staff in the areas of instructional design, academic support, advising, LMS support, and Center of Excellence in Teaching and Learning. Previously, at Nebraska Wesleyan University, she served in numerous leadership roles including the Director of Adult and Graduate Programs. Andrea has additionally worked as a nursing faculty member at numerous schools and was an officer in the U.S. Air Force. Ms. Butler started at CSU Global in May 2021.
PAGE 7 – CSU GLOBAL PRESIDENT’S REPORT Brandon Fletcher, MS, Vice President of Operations Brandon Fletcher is the Vice President of Operations with CSU Global and has been with the university for just over seven years and in higher education for the last 10 years. He has held leadership roles with various departments in the University including Student Advising, Training and QA, Project Management, Registrar, Technology and Operations. He has an M.S. in Management from CSU Global and a B.S. in Business Administration and Finance from Harding University.
Liz Harris, MA, Director of Institutional Effectiveness Liz Harris is the Director of Institutional Effectiveness at CSU Global. Liz is leading our efforts to better utilize data and oversee our assessment efforts across the institution. She comes with a decade of experience in teaching, data analysis, and assessment design. Prior to joining CSU Global, she spent four years working at Wentworth Institute of Technology as Associate Director of Accreditation and Institutional Assessment and was an active contributor to the Boston Institutional Research community. Liz received her Master's degree in Urban Education Policy with a concentration in Assessment and Evaluation from Brown University.
Zach Gurvis, MS, Senior Director of Student Affairs & Retention, University Registrar Zach Gurvis has been a leader and administrator in higher education for 11 years, with the past seven years at CSU Global. Zach leads the Registrar and Student Success departments as the Senior Director of Student Affairs & Retention, and University Registrar. In previous roles, Zach served in Enrollment and Student Advising and has experience with private and public institutions of higher education. Zach has a strong portfolio of success leading operational efficiency with quality outcomes and is passionate about creating and participating in environments that foster growth, creativity and productivity. Zach graduated from Appalachian State University and is currently completing his M.S. in Organizational Leadership at CSU Global.
Sabrina Casas, Director of Student Success Sabrina Casas is the Director of Student Success. She has a Bachelor’s Degree in Sociology from Montclair State University and a Master’s Degree in Counseling from Kean University. Sabrina started as a Student Advisor at CSU Global almost six years ago and throughout her time she has served in different leadership roles for the Student Success team as well as the Training and Development team. This past year she worked on training projects for the state of Colorado on Equity Diversity and Inclusion as well as Remote Work Practices for Employees and Supervisors. As Director of Student Success, she is working on implementing a new model with the Success team in which counselors will advise based on areas of study and she is excited to see the positive impact that this will have on the student experience.
PAGE 8 – CSU GLOBAL PRESIDENT’S REPORT
Jeff Wahl, Director of Library Services Jeff Wahl has been the Director of Library Services at CSU Global for a little over two years. Prior to CSU Global, he spent 13 years as the Library Director for Colorado’s largest community college, Front Range Community College. Before working for FRCC, Jeff worked as a law librarian for several law firms in Denver. Jeff enjoys how CSU Global combines the best of both of these worlds—the educational aspects of an academic library and the fast pace of a law firm. He holds a Master of Library Science degree from Emporia State University, and a Bachelor of Science in Music from the University of Colorado at Denver.
Roger Seflinger, PMP, Assistant Director of Information Technology Roger Seflinger is the Assistant Director of Information Technology and has been at CSU Global for nearly two years. Prior to CSU Global, he worked at several startups that focused on celebrities utilizing technology to enhance their presence. He is the former Vice President of Information Technology for iHeart Media’s radio syndication branch. Roger is well versed in many technologies, has earned the Project Management Professional (PMP) designation from the Project Management Institute, and earned a Bachelor of Science in Finance from California State University - Northridge.
Ryan Grodman, Senior Director of Student Services Ryan Grodman is the Senior Director of Student Services. He has worked in higher education for 10 years and has worked at CSU Global for about five years. Ryan attended the University of California in Santa Cruz, graduating with a Bachelor’s in Political Science, focusing on international relations and foreign policy. In July 2021, Ryan will complete his CSU Global Master of Science in Organizational Leadership with a specialization in project management. Ryan has worked in a variety of areas in higher education, including financial aid, technical support, academic advising, and enrollment.
Yvonne Harris-Lott, CPA, Vice President of Finance & Administration As the Vice President of Finance and Administration, Yvonne Harris-Lott oversees the administrative departments of the university including Accounting and Finance, Human Resources, Compliance, and Facilities. As a member of the University’s Governance Council, she also chairs the Employee Affairs Committee and the Diversity, Equity and Inclusion Committee. Yvonne previously served as the Senior Director, Finance and Administration as well as the Compliance Manager. Yvonne obtained her Bachelor’s in Accounting from the University of Denver, and is a Certified Public Accountant, having worked as an accountant, internal auditor, and compliance professional in the telecommunication, public accounting, and government sectors. Yvonne has been with CSU Global since June 2018.
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Dr. Sandy Jones, Director of Strategic Communications & Engagement Dr. Sandy Jones joined CSU Global in December 2020 to serve as the Director of Communications & External Relations. She oversees all communications, media relations, public relations, social media, and community outreach for the University. Dr. Jones previously served as the Executive Director of The Butterfly Foundation, a Colorado-based nonprofit. She has over 18 years of higher education leadership experience at the University of Colorado-Boulder, University of California-Irvine, and the University of Southern California. Dr. Jones has earned several awards for her educational outreach work, including a Golden Hub of Innovation Award for Public Engagement and two Awards of Excellence for Community Engagement from the Council of Advancement and Support of Education. She was also listed as Top 40 under 40 in OC Metro magazine in 2012.
Mindy Mekhail, Director of Marketing and Brand Strategy With over 10 years of experience in marketing, Mindy Mekhail has sold everything from Ivy League university degrees and cutting-edge cancer therapy treatments to dog food and high-end cosmetics. Coming from an agency background, Mindy has successfully led integrated marketing teams to build brands, form reputations, and increase revenue using paid, earned, and owned marketing channels. Prior to joining CSU Global, Mindy worked in various marketing roles at Primacy, a full-service agency focused in higher education where her notable clients included Antioch University, Rice University, MIT, New York Institute of Technology, Ursinus College, and the University of Pittsburgh. Mindy earned her Bachelor’s Degree in Communications with a minor in Philosophy from Southern Connecticut State University and recently earned a certificate in Diversity, Equity and Inclusion from The University of South Florida Muma College of Business.
Alison Harlan, MBA, Senior Director of Strategic Enrollment Alison joined CSU Global in July 2021 with over 13 years of experience in higher education enrollment. She started her career as an enrollment counselor and has progressed to a director role which she has held for the last five years at Western Governors University. Her focus on people, desire to support students, and her strength as a strategic leader over enrollment will be a valuable asset as we continue to grow the university. She holds a Bachelor’s Degree in Human Resource Management from the University of Phoenix, and a Master of Business Administration from Western Governors University.
PAGE 10 – CSU GLOBAL PRESIDENT’S REPORT Strategic Initiatives CSU System Strategic Goal: Student Success and Satisfaction
CSU Global recently hosted a series of Virtual Program Receptions, one for each program of study, as a complement to commencement on June 5, which featured around the world pilot Amelia Rose Earhart and various student performances and videos. To view the Spring 2021 Virtual Commencement ceremony, click “watch now” on the website: csuglobal.edu/commencement.
On Decision Day, April 30, 2021, CSU Global Board of Governors Student Representative Nicole Hulet and Goldie, CSU Global’s mascot, came together to showcase higher education opportunities in Colorado and have a dialogue with students in a virtual meeting with CHED Executive Director Dr. Angie Paccione. Students were encouraged to spend time researching options, applying to programs and filling out the FAFSA and CASFA. For more information, visit mycoloradojourney.com/journey/decisionday.
CSU Global President Pamela Toney participated in the Aurora Public Schools (APS) Bright Lights Ceremony, celebrating the top 10 graduates from Aurora Public Schools. President Toney acknowledged these students’ hard work, while also celebrating the district’s many partnerships that support student success, such as the Golden Eagle Scholarship, a program created to cover the full cost of tuition and books for a CSU Global bachelor’s degree to qualified APS graduates with financial need. Also highlighted was CSU Global’s partnership to offer additional teacher credentialing to APS teachers who can now provide concurrent enrollment opportunities, allowing APS students to earn college credit for classes taken in high school.
PAGE 11 – CSU GLOBAL PRESIDENT’S REPORT CSU Global Distributed $1,000,000 in Grants to Students Affected by COVID-19. This spring, CSU Global received $1.5 million federal CARES Act/HEERF Grant funds and recently released $1 million directly to eligible students who were financially affected by the COVID-19 pandemic. Qualifying impacts could include job loss, reduced work hours, incurred additional childcare costs, reduction of employer tuition reimbursement programs, and more. The Coronavirus Aid, Relief, and Economic Security (CARES) Act was passed by Congress in 2020 with a goal of providing economic aid to Americans who have been negatively impacted by the COVID-19 pandemic. As part of this initiative, CSU Global was approved to receive the Higher Education Emergency Relief Fund Grant (HEERF) Grant from the Department of Education. For more information, visit csuglobal.edu/heerf.
CSU System Goal: Transform Colorado’s Future President Pamela Toney participated in the Colorado Business Roundtable (COBRT) latest event in its Road to Recovery Series, The Education Continuum for Colorado’s Economic Success, to discuss CSU Global’s part in Colorado’s economic recovery. President Toney discussed CSU Global’s role in collaborating with industry to both design and review Colorado State University Global’s academic programs, among other timely topics.
CSU System Goal: Expand Statewide Presence As the COVID-19 pandemic continues, scams related to the virus are becoming more common, ranging from fake vaccine cards, fraudulent charity donation schemes, and vaccine passport scams. On May 7, KOA Colorado's News Morning discussed the situation with CSU Global’s Program Director for Criminal Justice Dr. Michael Skiba, also known as “Dr. Fraud.” To listen, visit the KOA News Radio audio link: https://ihr.fm/3bxjjfx.
CSU Global’s Project Management programs are accredited by the Project Management Institute’s Global Accreditation Center for Project Management Education Programs (PMI-GAC), and have recently been reaffirmed by PMI-GAC.
Among other acknowledgements, CSU Global was recently named as #1 Online Artificial Intelligence Degree by SuccessfulStudent.org, #1 Best Master’s in (Forensic) Accounting by theedadvocate.org, the #8 Most Affordable Online Marketing Degree by World Scholarship Forum, the #1 Best Online Bachelor’s in Human Resources Degree Programs by The Best Schools, and one of the 10 Best Online Human Resources Management Bachelor’s Degrees Colleges by College Cliffs. To view a complete list of CSU Global’s school and program rankings, visit csuglobal.edu/rankings.
PAGE 12 – CSU GLOBAL PRESIDENT’S REPORT Strategic Plan 2020-2022 Bridging the Educational Gap
OBJECTIVE 1 RELEVANT Broaden CSU Global's reach to career-driven individuals who may not be focused on degree attainment, or who may be currently outside of CSU Global's student population.
1.1 Strategy Create a strategy that provides lifelong learning opportunities with workplace-relevant education that provides pre-degree or post-degree learners with a tangible ROI
FY20 Results 15 classes created in Global Learn for First Responders, Instructional Design, Online Teaching, Leadership & Songwriting
FY21 Results In FY21 were we able to launch DirectPath Education as a pilot to test short-term programs that focused on upskilling students into new careers. The program launched in November 2020 and included four options for students: CompTIA A+ certification, CompTIA Security+ certification, Project Management, and Contact Tracing. We saw small program enrollments; however, the program completion was strong - 18/21 - 86% completion rate. The pilot helped us to understand how we can support students in a different way at the university and we continue to build on this concept to drive options and pathways for students.
PAGE 13 – CSU GLOBAL PRESIDENT’S REPORT 1.2 Strategy Identify new populations that need job-related education that may not be looking at HE institutions and for which CSU-Global can be an effective solution
FY20 Results New Populations - Military apprenticeship program, National Guard, Federal Government, State of CO Sector Partnerships (3), CO Workforce Dev Centers
FY21 Results Given the timing of these efforts and the pandemic resulting in a decrease in the overall volume of leads, the marketing team had to pivot into focusing on recruiting the more typical CSU Global student of adult learners. Recent FY21-Q4 website analytics have indicated a growing population of younger prospective students visiting CSUGlobal.edu and pilot programs targeting this population in key markets will be executed in FY22.
We also completed a community outreach and communications strategy for military and emergency responders, which included dedicated emails, a webinar about our new MERP program, and attending conferences dedicated to military and first responders. For FY22, we will continue efforts to expand awareness of our programs within the veteran/military/first responder population.
PAGE 14 – CSU GLOBAL PRESIDENT’S REPORT 1.3 Strategy Create new ways that Affiliates can engage with the university
FY20 Results State of CO Dept of Personnel, State of CO Governor's Office, 4 New SEU Programs for Fall 2020, Ed Assist as a Premier Partner, 4 new BOCES, Healthcare Corporation of America, APS
FY21 Results In FY21 we were able to connect with Aurora Public Schools to offer several professional development pathways to their teachers. We also engaged with the State of Colorado and the Governor’s office on five online professional development courses that are being offered to all state employees.
In January, we launched a communications strategy to engage affiliate stakeholders through monthly webinars to educate their employees on our programs. In its first month, the January webinar resulted in the enrollment of nine new students at CSU Global.
1.4 Strategy Use AI technology to help students and alumni navigate broader educational choices and to stay current with industry changes through CSUG training and education
FY20 Results GoldieBot - January Stats: 2095 Messages Sent on 89% Accuracy; Total Calls to AES: 894. February Stats: 1208 Messages Sent on 90% Accuracy Total Calls to AES: 753
FY21 Results We continued the development and assessment of the GoldieBot tool. The chatbot available on our website fielded nearly 2,000 questions outside of operating hours, providing students responses during times they are online, and generated over 900 new leads.
The chatbot was implemented in the student portal at the end of FY20. Since its launch, it has responded to over 4,000 questions from students with a reported 95% accuracy rate. 48% of messages were addressed outside of normal business hours. GoldieBot also assisted in freeing up staff time by addressing over 2,100 questions during operating hours.
PAGE 15 – CSU GLOBAL PRESIDENT’S REPORT 1.5 Strategy Increase CSU Global's international student outreach
FY20 Results EU, Australia, and Canada pilots - 50 leads and 22 applications generated in the first 30 days.
FY21 Results The international campaign, targeted to the UK and EU, ran from February to June 2020 and was paused due to COVID-19 sweeping Europe and the UK. The results did not provide the return we anticipated as we had high disqualified lead rates and zero enrolled students to date. Key learnings included the communications preferences of the international student audience, programs of interest, and composition of leads skewing to undergraduate programs. Despite the test being paused, the relationship with Duo Lingo was formed through this process, and assets created to support international audiences continue to be used to support organic international leads.
PAGE 16 – CSU GLOBAL PRESIDENT’S REPORT OBJECTIVE 2 ENGAGING Engage through the development of communities
2.1 Strategy Reimagine brand advocacy program to create true word of mouth and organic awareness through all stakeholder groups
FY20 Results Create and implement brand advocacy program, and related pre- and post- surveys for targeted stakeholder groups – survey sent
FY21 Results Launched an “I [heart] CSU Global” campaign in February 2021 to engage two new constituencies--staff and faculty--in the referral campaign process, which previously only engaged students and alumni.
2.2 Strategy Develop and implement an annual strategic communications plan and process that can be all-encompassing and yet dynamic
FY20 Results Consolidated into Salesforce for ease of tracking and maintenance Align internal communications
FY21 Results Coordinated a new communication plan for faculty to receive weekly Friday announcements, monthly Global Happenings newsletter, and trimester program-specific newsletters.
We additionally overhauled our social media strategy in FY21-Q3 with an emphasis on engagement, which has resulted in a quarter-over- quarter 23.3% growth in impressions, 100% increase in engagement, 28.2% on click-through rates. Net audience growth is up 6.3% quarter- over-quarter.
PAGE 17 – CSU GLOBAL PRESIDENT’S REPORT 2.3 Strategy Establish new areas of partnerships
FY20 Results Engaged with MIT Solve, AMA, USIM, APS College & Career Center partnerships. Expanded DPS dual enrollment program. Signed Dale Carnegie Sales Training. Working on CO Distance Learning, Denver Hybrid College, and Charles Koch Foundation partnerships.
FY21 Results We did not see growth in employer partnerships during FY21 due to the pandemic, however, we had great success in engaging with academic partners including: a dual-enrollment partnership with Denver Public Schools, the National Security Agency for Cybersecurity courses, FC Malaga City for new high school, undergraduate, and graduate students, Verto Education for transfer students, AdvanceEDU, and an articulation agreement with Colby Community College.
2.4 Strategy Establish volume-driven partnerships with 2-3 major Aurora employers
FY20 Results Developmental Pathways, RK Mechanical, UC Health, Lockheed, Leidos, Pinnacle Assurance, City of Aurora, Key Bank, US Bank, Wells Fargo, Aurora Economic Development Council
FY21 Results We joined the Aurora Economic Development Council and continued our engagement with the Colorado Business Roundtable and the Chairman’s Leadership Circle of the Aurora Chamber of Commerce, all of which allow CSU Global direct access to Aurora-based large employers. We currently have over 34 Aurora-based partners.
PAGE 18 – CSU GLOBAL PRESIDENT’S REPORT 2.5 Strategy Engage CSU-Global community of faculty and staff in collaborative work towards the university's ongoing viability
FY20 Results Review Microsoft 365 for university platform change vs. Google, moved 100% of all documents/data to the Cloud, pilot Kuali for policy tracking, adopted Talend with Articulate for Org Training, initiated search for outsource payroll provider for faculty pay.
FY21 Results We now have a more formal methodology for computing the P/L of academic opportunities which will help us to make better decisions on our current and future programming.
We have partnered with Riipen to provide students opportunities for project-based course experience and virtual internship opportunities.
We continued student focus groups and utilized other feedback techniques to gather information from students that will help us align resources to better support their needs.
PAGE 19 – CSU GLOBAL PRESIDENT’S REPORT OBJECTIVE 3 ACCESSIBLE Make lifelong learning achievable for busy working adult
3.1 Strategy Design intentional higher education activities that acknowledge and embrace the lives of our students for attainability of lifelong learning
FY20 Results Completed review of all assignments in 581 courses with updating occurring in FY21. Initiated DB task force with student focus groups.
FY21 Results We completed an assessment and review of all 585 courses in our portfolio. We additionally have completed course relevancy updates on 400 of them. This included updating references and source materials. For FY22, we will launch new processes for monitoring the curriculum’s impact on student learning. We anticipate launching new opportunities and delivery models to target new learners.
3.2 Strategy Adopt Omni channel/multiple channel experience
FY20 Results Executing on the Future of Work campaign- creating blog series thru FB, video series that can be utilized across platforms/university. Looking into leveraging mini-courses. Considering other video series to use across the university. Looking into podcast opportunities. Implemented Lynda.com and Global Learn platform
FY21 Results We continued the evaluation of the tools from FY20 and have continued to evolve our student experience and the resources available. Marketing worked closely with the Program Directors to support their speaker series, enhanced social media campaigns, and improve the overall interactions with our technology across the university with the introduction of the chatbot, uAchieve, and other tools and resources.
PAGE 20 – CSU GLOBAL PRESIDENT’S REPORT 3.3 Strategy Develop LMS for a user experience more akin to mobile phone and website use
FY20 Results In-line notes for e-books now available, piloted an interactive syllabi, testing Google Docs for student collaboration for assignments, instructor names and credentials now on website, interactive registration system has been implemented through Canvas Catalog, UAchieve degree audit system for student use in piloting, implemented GoldieBot in the Student Portal & Knowledge Owl, and piloting use in SIS.
FY21 Results We have evaluated the current tools that we have in place and found that the tools are working to support the student and we have strong satisfaction in their uses. This is a critically important strategy for FY22 and we will continue to evaluate the feasibility of new technologies such as virtual reality, machine learning, and simulations for enhancing courses and their delivery.
3.4 Strategy Incorporate technology solutions that help staff and faculty move students towards academic goal completion
FY20 Results 1) New phone system working. 2) Initial data from LMS and SIS for Leadership review. 3) Identified vendors vetted for Help Desk and tutoring services for possible replacement of current services
FY21 Results Implemented Aviso and trained faculty on sending alerts to improve student course completion and connection with faculty and staff. Continued to collect feedback and made adjustments to the degree audit platform, uAchieve, and continued to promote the scholarship platform that drives both internal and external scholarship opportunities for students. This is an ongoing strategy for the university and is a part of the new strategic plan as well.
PAGE 21 – CSU GLOBAL PRESIDENT’S REPORT Advancing Opportunities - One Student at a Time STRATEGIC PLAN 2021 – 2024 (FY22-FY24) MISSION Colorado State University Global is committed to advancing student academic and professional success in a global society, by providing access to dynamic education characterized by excellence, innovative delivery technologies, industry relevance, and strong stakeholder engagement.
VISION Colorado State University Global is the premier provider of innovative, higher learning opportunities for modern learners around the world.
VALUES → IMPACT Innovative Thinking: We identify opportunities to facilitate student and CSU Global success through the efficient, and innovative. Mission Focused: We drive student success in a global society through education, services, guidance, and experience. Professional Development: We are a learning organization that is always evolving and are committed to the professional development of our faculty, staff, and students. Accountability: We take ownership of performance across all levels and functions of the organization creating an excellent stakeholder experience. Care: We engage with care in all that we do, creating an inclusive environment to ensure that we are treating each person as an individual and respecting the needs and wants of staff, faculty, and students. Teamwork: We don't just talk about teamwork; we exhibit it in the way that we interact, collaborate, consult each other, resolve issues, and respect each other's contributions.
CSU Global Differentiators ➔ Career-Relevant ➔ Student Focused ➔ Affordable
PAGE 22 – CSU GLOBAL PRESIDENT’S REPORT 2021 - 2024 (FY22-FY24) THREE YEAR GOALS ● 30,000 Active Students ● 30,000 Credentialed Students (all years) ● Reduce the equity gap from 7% to 3% ● Achieve operating margin of 28%
STRATEGIC PILLARS
STRATEGIES
STRATEGIC Innovative Provide an innovative educational Experience experience that differentiates CSU Global in PILLAR the marketplace.
1.1 STRATEGY: Establishing the CSU Global brand to elicit confidence, community, and accomplishment 1.2 STRATEGY: Empowering students to seamlessly navigate their student journey 1.3 STRATEGY: Ensuring current, industry-relevant programs and curriculum designed for the modern student
PAGE 23 – CSU GLOBAL PRESIDENT’S REPORT
STRATEGIC Strategic Develop stronger connections with Engagement stakeholders to improve engagement and PILLAR increase visibility of CSU Global.
2.1 STRATEGY: Fostering reciprocal relationships with business and industry partners’ educational needs for degrees, professional development, and upskilling for their employees. 2.2 STRATEGY: Engaging community and non-profit organizations as strategic partners where there is an alignment of missions 2.3 STRATEGY: Supporting Colorado educational initiatives that improve students’ post-secondary opportunities and success 2.4 STRATEGY: Engaging alumni and cultivating an advancement program
STRATEGIC Student Drive achievement, credentialing, and return on investment for our students. PILLAR Success
3.1 STRATEGY: Improving student retention and persistence rates 3.2 STRATEGY: Closing the equity gap in retention and degree attainment 3.3 STRATEGY: Ensuring a return on investment for CSU Global students
STRATEGIC Entrepreneurial Promote the mindset of accountability and Culture leading change through critical PILLAR questioning, promoting innovation, and supporting continuous improvement
4.1 STRATEGY: Ensuring the financial sustainability of CSU Global through continued growth and operational efficiencies 4.2 STRATEGY: Improving employee engagement and performance 4.3 STRATEGY: Innovating the CSU Global educational experience of the future
PAGE 24 – CSU GLOBAL PRESIDENT’S REPORT ADVANCING OPPORTUNITIES – ONE STUDENT AT A TIME
2021-2024 STRATEGIC PLAN MISSION
• Colorado State University Global is committed to advancing student academic and professional success in a global society, by providing access to dynamic education characterized by excellence, innovative delivery technologies, industry relevance, and strong stakeholder engagement.
2 VISION STATEMENT
• Colorado State University Global is the premier provider of innovative, higher learning opportunities for modern learners around the world.
3 CORE VALUES
Innovative Thinking: We identify opportunities to facilitate student and CSU Global success through the execution of transformative industry methods and progressive solutions that are effective, efficient, and innovative. Mission Focused: We drive student success in a global society through education, services, guidance, and experience. Professional Development: We are a learning organization that is always evolving and are committed to the professional development of our faculty, staff, and students. Accountability: We take ownership of performance across all levels and functions of the organization creating an excellent stakeholder experience. Care: We engage with care in all that we do, creating an inclusive environment to ensure that we are treating each person as an individual and respecting the needs and wants of staff, faculty, and students. Teamwork: We don't just talk about teamwork; we exhibit it in the way that we interact, collaborate, consult each other, resolve issues, and respect each other's contributions.
4 DIFFERENTIATORS
Career-relevant
Student-focused
Affordable
5 3 YEAR GOALS 30,000 Active Degree-Seeking Students
30,000 Credentials Awarded
28% Operating Margin
Reduce the Equity Gap by 3%
6 STRATEGIC PILLARS
Innovative Strategic Entrepreneurial Student Success Experience Engagement Culture
Provide an innovative Develop stronger Drive achievement, Promote a mindset of educational connections with credentialing, and accountability and experience that stakeholders to return on investment leading change differentiates CSU improve engagement for our students. through critical Global in the and increase visibility questioning, marketplace of CSU Global. promoting innovation, and supporting continuous improvement.
7 INNOVATIVE EXPERIENCE
1.1 STRATEGY: Establishing the CSU Global brand to elicit confidence, community, and accomplishment
1.2 STRATEGY: Empowering students to seamlessly navigate their student journey
1.3 STRATEGY: Ensuring current, industry-relevant programs and curriculum designed for the modern student
8 STRATEGIC ENGAGEMENT
2.1 STRATEGY: Fostering reciprocal relationships with business and industry partners’ educational needs for degrees, professional development, and upskilling for their employees.
2.2 STRATEGY: Engaging community and non- profit organizations as strategic partners where there is an alignment of missions
2.3 STRATEGY: Supporting Colorado educational initiatives that improve students’ post-secondary opportunities and success
2.4 STRATEGY: Engaging alumni and cultivating an advancement program
9 STUDENT SUCCESS
3.1 STRATEGY: Improving student retention and persistence rates
3.2 STRATEGY: Closing the equity gap in retention and degree attainment
3.3 STRATEGY: Ensuring a return on investment for CSU Global students
1 0 ENTREPRENEURIAL CULTURE
4.1 STRATEGY: Ensuring the financial sustainability of CSU Global through continued growth and operational efficiencies
4.2 STRATEGY: Improving employee engagement and performance
4.3 STRATEGY: Innovating the CSU Global educational experience of the future
11 QUESTIONS, COMMENTS, OR FEEDBACK
1 2
Section 5 Annual Athletics Reports
• CSU-Pueblo – Presented by Paul Plinske, Athletic Director • CSU – Presented by Joe Parker, Athletic Director
Colorado State University Pueblo Intercollegiate Athletics
Paul Plinske, Ph.D. Director, Intercollegiate Athletics MISSION and VISION
Mission To develop champions through academic excellence, athletic achievement and community engagement with the ultimate goal of building productive citizens.
Vision To be an athletic powerhouse and the standard for holistic student-athlete development and academic opportunity. 2020-21 HIGHLIGHTS
Academics • 3.068 cumulative GPA • Two Academic All-Americans • One RMAC Academic Player of the Year • 88 Graduates in May who concluded with 3.238 cumulative GPAs • Jenna McKinley, Threlkeld Prize for Excellence recipient 2020-21 HIGHLIGHTS
Athletics • 17 All-American performances • Four RMAC Players of the Year • Women’s Indoor Track and Field finished 6th at 2021 NCAA Division II Indoor Track and Field Championships (highest in school history) • Women’s Outdoor Track and Field finished 15th at 2021 NCAA Division II Outdoor Track and Field Championships (highest in school history) • Men’s Indoor Track and Field finished 12th at 2021 NCAA Division II Indoor Track and Field Championships • Men’s Golf Championships wins RMAC Championships, including 5 tournament victories and qualification to the NCAA Division II South Central Regional. Finished 14th in NCAA Division II Championships • Women’s Soccer wins RMAC Championships (first in school history) 2020-21 HIGHLIGHTS
Community • Hosted Four Major Sporting Events • 2020 CHSAA State Football Championships (Fall) • 2021 RMAC Outdoor Track and Field Championships • 2021 CHSAA State Football Championships (Spring) • 2021 CHSCA All-State Games • Supported CSU Pueblo Commencement Exercises • Conducted Camps and Clinics following COVID-19 VISION 2028
To establish Colorado State University Pueblo as the people’s university of the Southwest United States by 2028.
• Develop People • Enhance Student Success • Expand Our Appeal HIRED NEW STAFF BUILT NEW FACILITIES RENOVATED FACILITIES ENHANCED FACILITIES PROVIDED OPPORTUNITIES
2016-17 569 student-athletes 2017-18 542 2018-19 532 2019-20 577 2020-21 567 (includes 249 ethnic minority) 2021-22 580+
*Cheer and Dance 40 participants
*NCAA Division II Averages 463 student-athletes 15.9 varsity sports CREATED POSITIVE EXPERIENCES
2018-19
2019-20
2020-21 FINANCIAL REALITIES
FY19 FY 20 FY 21 Revenues $7,933,789 $8,191,286 $7,103,036 Expenses $8,078,000 $9,042,000 $8,435,000
*Part of Budget *Expected HEERF *Received $615,885 Balancing Plan for loss of revenue in HEERF loss of revenue support
Balance -$144,000 -$851,000 -$716,079 FACTORS AFFECTING OUR FINANCIAL STATUS
1. Athletics is amid a 3-year plan to increase student-athlete scholarships.
FY19 FY20 FY21 $2,587,000 $2,913,000 $3,095,000
2. Athletics expected to generate significant external funding to offset expenses.
Camps and Clinics, Corporate and Philanthropy, Student Fees and Ticket Sales
3. Impact of COVID-19 Pandemic. FINANCIAL RECOVERY EFFORTS
1. Provide COVID-19 Loss of Revenue Relief to Athletics a. Approximately $1,567,115 for FY20 and FY21
2. Stabilize Athletics Through Major Changes a. Loss of donor b. Dissolving of Friends of Football, LLC c. Management of ThunderBowl, LLC by CSU Pueblo Foundation
3. Return to Normal a. Continued enrollment efforts b. Expanded camps and clinics c. Return of Pack sporting events (Especially Football)
4. Re-Address Athletics Budget Balancing Plan a. Analyze sport sponsorship model 2021-22 PERFORMANCE GOALS
1. Unwavering support for the Mission and Vision of CSU Pueblo.
2. Boldly lead our Department through and beyond COVID-19.
3. Stabilize our Department while addressing the loss of donors, Friends of Football and changes in the management of the ThunderBowl, LLC.
4. Ongoing and rigorous support for our student-athletes, coaches and staff. 1. Name, Image and Likeness 2. Mental Health COLORADO STATE UNIVERSITY ATHLETICS REPORT TO THE BOARD OF GOVERNORS AUGUST 2021 1 TABLE OF CONTENTS
MISSION ATHLETIC PERFORMANCE VIDEO 3 14 – 2020-21 31 18
ACADEMIC PERFORMANCE SPORT ADMINISTRATION 4 – 2020 GRADUATION RATES 19 6
ACADEMIC PERFORMANCE FINANCIAL REPORT 7 ACADEMIC PROGRESS RATE (APR) 20 – 2020-21 24
ACADEMIC PERFORMANCE MANAGING COVID-19 8 (TEAM GPAS) 25 – 2020-21 26
ACADEMIC PERFORMANCE ATHLETIC ENGAGEMENT 9 – 2020-21 ACCOMPLISHMENTS 27 – 11 28
STUDENT-ATHLETE ENGAGEMENT NAME, IMAGE AND LIKENESS 12 – 2020-21 ACCOMPLISHMENTS 29 – (NIL) 13 30
COLORADO STATE UNIVERSITY ATHLETICS REPORT TO THE BOARD OF GOVERNORS AUGUST 2021 2 MISSION
COLORADO STATE UNIVERSITY ATHLETICS REPORT TO THE BOARD OF GOVERNORS AUGUST 2021 3 ACADEMIC PERFORMANCE 2020-21
COLORADO STATE UNIVERSITY ATHLETICS REPORT TO THE BOARD OF GOVERNORS AUGUST 2021 4 Academic Performance 2020 Graduation Rates
*The NCAA Graduation Success Rate (GSR) cannot be calculated for non-athletes because it takes NCAA eligibility rules into account. Information based on most current public data. The 2020 report is based on the 2013-14 cohort year. Scores are a four-class average.
COLORADO STATE UNIVERSITY ATHLETICS REPORT TO THE BOARD OF GOVERNORS AUGUST 2021 5 Academic Performance 2020 Graduation Rates
COLORADO STATE UNIVERSITY ATHLETICS REPORT TO THE BOARD OF GOVERNORS AUGUST 2021 6 Academic Performance Notes: Academic Progress Rate (APR) 1. APR measures semester-by- semester retention and eligibility rates for current scholarship student-athletes and is a predictor of future graduation rates. 2. A perfect APR score is 1000. The NCAA imposes penalties when the multi-year rate falls below 930. 3. Seven programs turned in perfect 1,000 APR scores for the academic year, the most among all Mountain West schools. 4. APR data for 2020-21 will not be submitted until October 2021.
COLORADO STATE UNIVERSITY ATHLETICS REPORT TO THE BOARD OF GOVERNORS AUGUST 2021 7 Academic Performance TEAM GPAs
COLORADO STATE UNIVERSITY ATHLETICS REPORT TO THE BOARD OF GOVERNORS AUGUST 2021 8 ACADEMIC PERFORMANCE 2020-21 ACCOMPLISHMENTS
COLORADO STATE UNIVERSITY ATHLETICS REPORT TO THE BOARD OF GOVERNORS AUGUST 2021 9 Academic Performance 2020-21 Accomplishments
COLORADO STATE UNIVERSITY ATHLETICS REPORT TO THE BOARD OF GOVERNORS AUGUST 2021 10 Academic Performance 2020-21 Accomplishments
▪ Fall 2020 marked the highest Student-Athlete term GPA on record (3.312) and the second- highest Student-Athlete cumulative GPA on record (3.171).*
▪ Spring 2021 marked the third highest Student- Athlete term GPA on record (3.22) and highest Student-Athlete cumulative GPA on record (3.196).* * Records include 29 semesters worth of data, beginning with the Spring 2007.
COLORADO STATE UNIVERSITY ATHLETICS REPORT TO THE BOARD OF GOVERNORS AUGUST 2021 11 STUDENT-ATHLETE ENGAGEMENT 2020-21 ACCOMPLISHMENTS
COLORADO STATE UNIVERSITY ATHLETICS REPORT TO THE BOARD OF GOVERNORS AUGUST 2021 12 Student-Athlete Engagement 2020-21 Accomplishment Highlights ▪ Green Table Talks were created as a space for Student-Athletes who identify as womxn of color. ▪ Student-Athletes participated in Courageous Conversations; an evening of dialogue between Student- Athletes and local authorities on the topic of justice and due process. ○ Partnered with a local judge, chief of FCPD, sexual assault victims advocate and citizen review board member. ▪ Career programming pivoted to the virtual space with targeted INDUSTRY NIGHTS. Topics included: ○ Sales/Marketing ○ Medicine ○ Non-profit/government agencies ○ Engineering ○ Climate technology ▪ Football piloted R.A.M. Life programming with a resume workshop and career fair. ▪ Men’s Basketball continued bi-monthly leadership development programming. ▪ Women’s Basketball educational programming focused on current events and social justice. ▪ Ally Murphy-Pauletto (women’s soccer) - Honored with the Yates Student Leadership Award. ▪ Office of Title IX conducted team-by-team education trainings.
COLORADO STATE UNIVERSITY ATHLETICS REPORT TO THE BOARD OF GOVERNORS AUGUST 2021 13 ATHLETIC PERFORMANCE 2020-21
COLORADO STATE UNIVERSITY ATHLETICS REPORT TO THE BOARD OF GOVERNORS AUGUST 2021 14 Athletic Performance 2020-21
COLORADO STATE UNIVERSITY ATHLETICS REPORT TO THE BOARD OF GOVERNORS AUGUST 2021 15 Athletic Performance 2020-21 Accomplishments
▪ Men’s Outdoor Track and Field wins Colorado State’s 14th championship in the last five years and extends a streak of at least one conference championship to a 12th season.
▪ Colorado State has won at least one conference championship every year of the Mountain West’s existence minus one.
COLORADO STATE UNIVERSITY ATHLETICS REPORT TO THE BOARD OF GOVERNORS AUGUST 2021 16 Athletic Performance 2020-21 Accomplishments
▪ Lauren Gale will represent Team Canada and Colorado State in the Tokyo Olympics. She is the youngest member of Team Canada.
▪ Eric Hamer completes the career Triple Crown with All- American honors in cross country, indoor track and field, and outdoor track and field. Eric was the indoor national runner-up in the 5,000-meter race and participated in the U.S. Olympic Trials. He was named the Mountain West Conference Outdoor Male Athlete of the Year.
▪ Maddie Ward represented Colorado State in the U.S. Olympic Swimming Trials.
COLORADO STATE UNIVERSITY ATHLETICS REPORT TO THE BOARD OF GOVERNORS AUGUST 2021 17 Athletic Performance 2020-21 Accomplishments
▪ Men’s golfer AJ Ott - ranked No. 1 nationally during the season - finished his career at the NCAA Championships as only the second Ram ever to play in the national finals as an individual.
▪ Football won back The Boot from Wyoming in decisive fashion. Trey McBride and Ryan Stonehouse were named All-Americans.
▪ Men’s basketball earned a #1 seed in the National Invitation Tournament (NIT), finished just two spots out of the NCAA Tournament and will likely enter 2021-22 in the Top 25.
COLORADO STATE UNIVERSITY ATHLETICS REPORT TO THE BOARD OF GOVERNORS AUGUST 2021 18 Sport Administration Comprehensive Student-Athlete Experience
COLORADO STATE UNIVERSITY ATHLETICS REPORT TO THE BOARD OF GOVERNORS AUGUST 2021 19 FINANCIAL REPORT 2020-21
COLORADO STATE UNIVERSITY ATHLETICS REPORT TO THE BOARD OF GOVERNORS AUGUST 2021 20 FINANCIAL REPORT 2020-21
COLORADO STATE UNIVERSITY ATHLETICS REPORT TO THE BOARD OF GOVERNORS AUGUST 2021 21 FINANCIAL REPORT 2020-21
COLORADO STATE UNIVERSITY ATHLETICS REPORT TO THE BOARD OF GOVERNORS AUGUST 2021 22 FINANCIAL REPORT 2020-21
COLORADO STATE UNIVERSITY ATHLETICS REPORT TO THE BOARD OF GOVERNORS AUGUST 2021 23 Financial Report 2020-21
COLORADO STATE UNIVERSITY ATHLETICS REPORT TO THE BOARD OF GOVERNORS AUGUST 2021 24 SUCCESSFULLY MANAGING COVID-19
COLORADO STATE UNIVERSITY ATHLETICS REPORT TO THE BOARD OF GOVERNORS AUGUST 2021 25 Successfully Managing COVID-19 ▪ Instituted an opt-in vs. an opt-out policy for Student-Athlete participation. ▪ Executed comprehensive testing program in collaboration with UCHealth and conference testing program Quest Diagnostics. ○ More than 11K surveillance/pre-competition tests conducted within athletics (UCHealth - 7,400+, Quest Diagnostics - 3,380, Antigen - 200+) ○ Additional testing performed at the CSU Health Network for symptomatic individuals. ▪ Testing policy adopted by the Mountain West Conference was more comprehensive than the NCAA recommendations and required higher volume of testing. Testing was required for all Student-Athletes regardless of defined sport risk (high, moderate, low risk). ▪ The athletic department conducted weekly meetings with the Pandemic Preparedness Team and local county health officials to stay current on public health recommendations.
COLORADO STATE UNIVERSITY ATHLETICS REPORT TO THE BOARD OF GOVERNORS AUGUST 2021 26 ATHLETIC ENGAGEMENT
COLORADO STATE UNIVERSITY ATHLETICS REPORT TO THE BOARD OF GOVERNORS AUGUST 2021 27 ▪ It has been a year since we launched the Together Initiative, and we are excited about the new programming it has brought to our department. ○ Multiple book clubs ○ A monthly newsletter ○ Student-designed BLM t-shirts ○ Voter registration awareness ▪ “Why I Won’t Stick To Sports” RamWire series. ▪ Those are just some small examples, but there are group projects in the works to further highlight our history of inclusion and diversity.
COLORADO STATE UNIVERSITY ATHLETICS REPORT TO THE BOARD OF GOVERNORS AUGUST 2021 28 Name, Image and Likeness (NIL)
COLORADO STATE UNIVERSITY ATHLETICS REPORT TO THE BOARD OF GOVERNORS AUGUST 2021 29 COLORADO STATE UNIVERSITY ATHLETICS REPORT TO THE BOARD OF GOVERNORS AUGUST 2021 30 VIDEO
COLORADO STATE UNIVERSITY ATHLETICS REPORT TO THE BOARD OF GOVERNORS AUGUST 2021 31 COLORADO STATE UNIVERSITY ATHLETICS REPORT TO THE BOARD OF GOVERNORS AUGUST 2021 32
Section 6
CSU-Pueblo Reports
CSU-Pueblo Student Representative’s Report CSU-Pueblo Faculty Representative’s Report CSU-Pueblo President’s Report
Mikayla Lerch Colorado State University-Pueblo Student Representative Report
Goals: ❖ Sustain Inclusivity and Diversity ❖ Maintain Accessibility ❖ Promote Student Engagement ❖ Encourage Involvement in Community ❖ Advocate for Fair and Exceptional Educational Standards
Current Initiatives Advocating for International Students: Currently, there is a disconnect between our foreign exchange students and their resources on campus. Actively meeting with administration to eliminate this gap and ensure that these student’s needs are being met.
QR Codes & Forms: Posted around campus for students to access should they ever have any questions, comments, or concerns that will be directly linked to our ASG email. ASG Formal: A formal dance to promote student engagement. As of right now, since we do not have a large Greek life presence on campus to put on a formal, we thought an ASG led formal would be a great way to get the students together, especially considering how a large part of our student body were deprived of formal dances in their last years of high school.
Community Service Requirement Vice President Blackwell and I believe that ASG should be actively present not only on campus but also in the community. We are looking to see if we can amend our constitution to include a monthly community service hour requirement for our ASG members.
Accountability Resolution Vice President Blackwell and I are working on a letter that will be presented to administration, staff, and faculty regarding challenges that students faced this past year. We hope that this letter will bring to light issues that will ensure a smoother educational experience and eliminate those challenges for future students.
COVID-19 Memorial In honor of the members of our campus and community that we lost during the pandemic, ASG would like to build a flower memorial to place somewhere on campus to pay our respects.
UPCOMING EVENTS New Student Orientation ● Getting ready to welcome our new students ● Moved to two days, August 20th and 21st, instead of over the summer ● Looking to promote our student organizations ● Encourage students to get involved Wolfpack Welcome Week ● Various events and activities for students to participate in ● T-shirt making, bounce house, karaoke, etc. Colorado State University System Board of Governors CSU- Pueblo Faculty Representative Report August 5, 2021 | Dr. Chris Picicci | Completed July 21, 2021
Campus Highlights: CSU-Pueblo won a 2021 Excellence and Innovation Award for Campus Pandemic Response from the American Association of State Colleges and Universities (AASCU) for “A Study in COVID-19 Response and Planning: Pandemics and the Resiliency of CSU Pueblo, the People’s University.” Kudos to Dr. Donna Souder Hodge and her COVID response team. CSU-Pueblo will open a brand new Indoor Training Center named “The ART” after Art Gonzales. Art was a long-time advocate of CSU-Pueblo and its student athletes. This 32,000-square foot facility will be used as a development space for baseball and softball among other sports. Mr. Gonzales was also a contributor to the Rawlings Field renovation project. Faculty recognition – Outstanding faculty in the fields of teaching, research and service were named at a June ceremony. These individuals will be recognized at the “Pathways” convocation ceremonies in August. Fall enrollment is continuing to increase. The university is hopeful that returning students will finalize their enrollment this month. Transfer students are also being encouraged to register for classes. CSU-Pueblo is in the process of migrating to Banner which will be the shared student information system environment with the Fort Collins campus and will be “live” for fall 2021. We will be migrating to a shared Microsoft Office365 and email environment with the Fort Collins campus during the 2021-2022 school year. This will centralize administration of our Microsoft cloud services and expand collaboration resources including Microsoft Teams and OneDrive. In 2022-2023 we will be exploring LMS directions including a feasibility assessment of migrating to Canvas with the input of our academic divisions.
Faculty Highlights:
School of Creativity and Practice: Media Communications, Art & Music Colorado Experience: The Great Pueblo Flood, this hour-long episode aired on RMPBS, June 3, 2021. Justin Bregar and Samuel Ebersole were co-producers, Justin Bregar was the director, and CSU-Pueblo professor, Samuel Ebersole, was the script writer. Check out the following link to view it: https://video.rmpbs.org/video/the-great-pueblo-flood-fiy9ec/
College of Humanities, Arts and Social Sciences
Sociology Professor, Chris Messer, published a timely book entitled The 1921 Tulsa Race Massacre: Crafting a Legacy. Palgrave Macmillan. Pp. 104. https://www.palgrave.com/us/book/9783030746780 From publisher's website: This book examines the Tulsa Race Massacre of 1921, perhaps the most lethal and financially devastating instance of collective violence in early twentieth-century America. The Greenwood district, a comparably prosperous black community spanning thirty-five city blocks, was set afire and destroyed by white rioters. This work analyzes the massacre from a sociological perspective, extending an integrative approach to studying its causes, the organizational responses that followed, and the complicated legacy that remains.
Assistant Professor Heidi Reynolds-Stenson (w/Dr. Fernando Tormos-Aponte, Assistant Professor of Public Policy, University of Maryland-Baltimore County) secured a $450,000 grant from the William T. Grant Foundation. The Research Grant will focus on Reducing Inequality within communities by examining the impact of Black Lives Matter protest on local police reform across the country, as well as how such reform might be reducing the number of people killed by police, with particular attention to youth of color. Drs. Reynolds-Stenson and Tormos-Aponte are particularly interested in how protest and police reform might be improving outcomes for youth of color, who are disproportionately impacted by police violence.
Dr. Katie Brown published a peer-reviewed essay and critical translation of José Martí’s Nuestra América (Our America) in Latin American Literary Review. In June, she presented virtually “Fundaciones mitológicas y una lectura alegórica de ‘La metamúsica’ por Leopoldo Lugones y ‘Anapoyesis’ por Salvador Elizondo” at the XXVIII Congresos Internacionales de Literatura y Estudios Hispánicos (CILH / International Hispanic Literature and Studies Conferences).
Dr. Alegría Ribadeneira participated and presented in a week-long workshop hosted by the National Heritage Language Resource Center in UCLA June 21-25. Dr. Ribadeneira’s contributions included presentations on attending to the needs of Heritage Learners in a Project Based Learning framework.
College of STEM (Science, Technology, Engineering & Mathematics)
Department of Biology including Wildlife and Natural Resources:
Dr. Jordan Steel, former professor in the Biology department and now at the Air Force Academy, published a paper with two student coauthors in the Journal of Cannabis Research entitled “Involvement of the endocannabinoid system in the inhibition of Sindbis virus replication: a preliminary study.” Juan L. Rodriguez, Joseph A. Lopez and J. Jordan Steel, Journal of Cannabis Research (2021) 3:10 https://doi.org/10.1186/s42238-021-00068-y
Department of Chemistry including Cannabis Biology and Chemistry:
Matthew R Beck, K Garrett, Cameron J Marshall, AE Fleming, Andrew W Greer, CR Bunt, KJ Olejar, Thomas MR Maxwell, Pablo Gregorini, “Speaking from experience: Reduced dietary neophobia of lambs through early life experience” in Applied Animal Behaviour Science 2021.
Hasan School of Business (HSB) In meetings with Dean Eric Dunker from Arapahoe Community College, HSB Dean Bruce Raymond, made tentative plans for the creation of 2+2 collaborations in Management and Marketing at the Sturm Collaboration Campus.
LIBRARY SERVICES
OER Coordinator, Dr. Jonathan Poritz, along with the campus OER Committee chaired by Library Dean, Rhonda Gonzales, will continue to support OER initiatives across campus with grant funding.
Over the spring 2021 semester, the LARC launched the new Aztlán Center/El Centro de Aztlán: Center for the Study of the Chicanx, Latinx, and Indigenous Peoples and Environments of the Southwest. Deborah Espinosa, former director of the El Pueblo History Museum is serving as Interim Director and the Center is partnering with CU Boulder on an ethnomusicology grant related to ethnic music in Pueblo and helping to support the first annual Rita J. Martinez Youth Leadership Conference. The Aztlán Center recently gave four $2000 awards to faculty and community members.
Alumni Highlights:
Board of Governors Report Update from the Office of Alumni & Community Relations July 16, 2021
Provided to Chris Picicci, CSU Pueblo BOG Faculty Representative From Tracy Samora, Director of Alumni & Community Relations
• Alumni Success Stories o Shelli Brunswick, Class of 1994 , is the Chief Operating Office at the Space Foundation . Her distinguished career includes time as a space acquisition and program management leader and congressional liaison for the U.S. Air Force to her current role with the Space Foundation, including overseeing Center for Innovation and Education, Symposium 365, and Global Alliance. . She also serves as a network mentor with Space4Women; . and was the Women Tech Network Role Model of the Year for 2020. o Pack Football Alumni . Paul Browning, Class of 2015, and member of the 2014 National Championship team, spent time in the NFL and the Arena Football League, now founder/CEO of Lionheart Paul Browning Receiving Academy in Colorado Springs; and is the Director of Community Collaboration for Mission Peace. • Paul is also a part of the upcoming major motion picture, American Underdog, which shares the story of Kurt Warner, NFL quarterback. The movie will be in theaters this December. . Deyon Sizer, Class of 2018, currently with the Denver Broncos in the NFL. . Paul and Deyon headlined the 16th annual Pro Football Camp in Colorado Springs for youth in the area. th o Jeff Hullinger, Class of 1980, won his 20 Southeast Emmy Award for his 60-minute special, “Remembering Congressman John Lewis” – the late civil rights pioneer from Atlanta. Jeff is currently the weeknight news anchor/weeknight sports anchor at WXIA-TV NBC in Atlanta.
• Mentoring o The Office of Alumni Relations and the Alumni Association Board of Directors is working with Dr. David Volk in the Center for Honors and Leadership to connect students with mentors from the Alumni Board of Directors. o Program will be an on-going effort and will branch out to community leaders, who are also alumni to build the program and opportunities for students.
• Podcasts o Currently wrapped-up first full season of “Leading the Pack” alumni podcast. . Spring featured a variety of successful CSU Pueblo Alumni: • Garrison Ortiz, chair, Pueblo County Board of Commissioners • Nicki Hart, founder of Digital Hart Media creative design agency • Kacie Adair, former ASG President and current El Pomar Fellow • Season wrapped with the tables turned and Tracy Samora, CSU Pueblo Director of Alumni & Community Relations, was interviewed by her son, Brandon Samora, current CSU Pueblo Media Communication student, and Sports/Digital Director at campus radio station, REV89. • We will promote throughout the summer, and will launch new episodes in August. . Conversation of the podcast is very simple includes the following content: • What brought you to CSU Pueblo; • Please share a couple of special memories or “life changing” moments from your time here; • And where did your journey take you once you left campus? • Homecoming o We are moving forward and planning for an in-person Homecoming celebration in October; dates are October 20th through October 24th; with Game Day vs. Adams State on Saturday the 23rd. o Schedule of events is nearly finalized; . We have 20 homecoming activity events scheduled throughout the week, ranging from two Athletics Hall of Fame events, to a Welcome Back reception for alumni from the President’s Leadership Program, and our annual Sunday Homecoming Brunch; along with 6 home athletics events including an exciting football game and alumni tailgate.
Other: The National Rural Education Association (NREA) leads the nation in providing advocacy and educational opportunities for rural communities. Over 240 colleges and universities are currently members. https://www.nrea.net/ Here is access to the NREA university membership form: https://tb2cdn.schoolwebmasters.com/accnt_249630/site_249631/Documents/Univer sity-Membership-Form.pdf 1
To: Colorado State University Board of Governors From: Dr. Timothy Mottet, President Subject: August 2021 President’s Report
Increasing Our Appeal | Enhancing Student Success | Developing Our People
12 Take-Aways 1. Summer enrollment is not yet final, but the trend of enrollments that are lower than last year’s but higher than preceding historical summer enrollments, continues. 2. More than half of CSU Pueblo’s fall enrollment is traditionally received after July 1, and we continue to make up considerable ground in enrollments that have been sluggish in the past few months. New student enrollments are promising, with deposits stronger than the past few years, and predicted freshmen enrollments outpacing our target. 3. The Education and General Budget for FY 2021-22 has been prepared for upload; the budget reflects the consequences of the COVID-19 impact though still supports the academic mission of CSU-Pueblo. 4. For Vision 2028, FY22, we will complete 24 new activities and invest $6,299,600, which includes continuation of all FY21 activities, and full funding for all FY22 activities. To date, we have completed six activities for a completion rate of 25%. 5. Our current focus in academic planning is expanding our academic reach, expanding student support, and developing a new teaching and learning center. 6. To support student success, Student Affairs will implement several intentional, in-person and afterhours experiences for fall 2021 7. On August 16, CSU Pueblo will open Fall 2021 Convocation Week, including guest speakers, Dr. Cecilia Orphan and Dr. Nate Easley. This year’s convocation theme is “Pathways.” 8. To address the increasing demand on our IT resources, we have begun a thorough IT assessment with consultants Berry Dunn. 9. On July 1, CSU Pueblo Marketing, Communications and Community Relations team, in partnership with AOR, the university’s marketing firm of record, rolled out Phase I of A Life Changing Year, a comprehensive communications campaign that shares the work CSU Pueblo accomplished during the past academic year despite a pandemic. 10. The Advancement Team is establishing the President’s Denver Committee (PDC) to support and advance CSU Pueblo through fundraising and strategic visibility in Metro Denver. 11. Effective May 26, CSU Pueblo returned to full-in-person operations, retaining some hybrid services as needed. Campus is currently operating at full capacity, including in the Recreation Center, across athletics, and for all external events: camps, clinics, auxiliary services, and summer academic programming. 12. The Office of the President is managing enhanced and increased Presidential and University stakeholder meetings and events and overseeing six active department/unit internal audit recommendations and implementation.
2200 BONFORTE BLVD, PUEBLO, CO 810011 -4901 | 719.549.2100 | CSUPUEBLO.EDU 2 Summer 2021 Enrollment. Summer enrollment is not yet final, but the trend of enrollments that are lower than last year’s but higher than preceding historical summer enrollments, continues. It is important to remember that in the midst of COVID, we saw a summer enrollment spike in our online courses, which led to record summer enrollments; we are down about 8.6% from YTD last summer. However, as of 7/19, we were 9% ahead of Summer 2019 enrollment and 6% ahead of 2018. We have continued to see improvement in the percentage of enrolled students who take 9 or more credit hours. As a result of marketing and scholarship efforts, 34% of our students are enrolled at that level, down slightly from 36% last year, but up significantly from 25% in 2019.
Fall 2021 Enrollment. More than half of CSU Pueblo’s fall enrollment is traditionally received after July 1, and we continue to make up considerable ground in enrollments that have been sluggish in the past few months. We set a goal for overall enrollment growth of 3% over the previous year that is dependent on growth in both new students and continuing student persistence. Currently, we are trending 9% (291 headcount) below our target and about 6.5% (198 headcount) below our Fall 20 enrollments at this time last year. However, there has been significant improvement since May 1, when we were trending 24% below last year and 27% below target. The ongoing negative impact primarily comes from our continuing student population, which is down by 11% (210 headcount) from target. New student enrollments are promising, with deposits stronger than the past few years, and predicted freshmen enrollments outpacing our target. A recent analysis of freshman admits show that in the last month, we have almost doubled our number of admits compared with this time last year – this is particularly good news because history has shown that we yield late-applying students at a much higher rate than those we admit earlier in the cycle. In addition, both new transfer and other new undergraduate student enrollments are higher than target. Graduate enrollments are lagging but are expected to improve. Efforts to re-engage continuing students who are not yet enrolled continue, with support from colleagues across campus as well as ASG leadership, as do efforts to limit summer melt of new students and continue conversion of late-applying prospects.
FY 22 Institutional Goals. My goals for FY22 are focused on implementing Vision 2028 initiatives specifically those where we will be introducing a new set of student experiences (Pathways, Works, Academy) as well as an aligned and enhanced learning and support system. We will work hard to reach the below 13 goals for FY22, which all align with the three wildly important goals of expanding our appeal, enhancing student success, and developing our people.
Institutional FY22 Goals Goal Expand Our 1. Reach our Fall 2022 enrollment goal of 4075 Appeal 2. Reach our Fall 2022 placement goal of 84% 3. Launch 2 new academic programs EdD in Leadership, MS in Engineering Management 4. Vision 2028: Fully launch Pathways ensuring 80% of new students have a pathway beginning Fall 2021. • Remodel PACK Center and create Testing Center • Develop Web Site and student-facing pathway content delivery system • Implement peer mentoring program • Track student progress along their pathway in order to set baseline for future goals 5. Vision 2028: Fully launch CSU Pueblo Academy with an increase in CSU Pueblo degree-seeking enrollment by 25 students in year one. • Launch Academy marketing (web and invitations) by July 15, 2021 • Enroll students in at least two Academy pathways by August 15, 2021 • Launch all four Academy pathways (denied admission for both freshman and transfer, stop-out/academically at-risk, adult) by January 15, 2022.
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• Complete Capture contract (July 1, 2021) for expanded access to software solutions for tracking and engaging transfer and adult populations 6. Vision 2028: Complete expansion of Track Centers with 225 students from partner institutions enrolled at CSU Pueblo by Fall 2022 • Expand peer mentor program to connect 12 CSU Pueblo students with high school students for recruitment and support • Award $3,500 in pilot College Ready scholarships to incoming Tracks Center students in 2021-2022 academic year • Explore additional funding opportunities for external funding of underserved student population scholarships (DSF, Vision, System) • Seek and secure additional county excise tax funding to expand pilot scholarships • Update UTC physical spaces in partner schools to align with new branding and ensure presence in new or renovated high school spaces • Open UTC at South High School by 9/1/2021 • Hire a new UTC Coordinator to serve at a Colorado Springs school by September 1, with new UTC opening to follow. • Improve outreach with students and their parents by translating at least 25% of our existing materials to Spanish by October 1. • Leverage opportunities for external funding and partnerships for additional “Work to College” focused UTCs in high schools, regional 2- year colleges, and community locations (including chambers, etc.) 7. Vision 2028: Fully launch CSU Pueblo Works, with enhanced career preparation and placement opportunities for CSU Pueblo students. • Expand partnerships with academic departments to facilitate Experimental Site off-campus placements first piloted with Teacher Education • Onboard Works Coordinator and other necessary support staff • Expand community placements of students utilizing cost-share arrangements • Align campus-based jobs with skills and knowledge gained by students through Pathways and Works • Leverage presence at Watertower Place (Downtown Presence) in order to fully engage with local employers, business, and community leaders 8. Vision 2028: Fully launch CSU Pueblo Professional, which is our Graduate School including the hiring of a Dean, developing policies and procedures, managing graduate admissions, and fully marketing and branding the graduate student experience. 9. Develop and implement a community-engagement initiative that encourages faculty, staff, and students to engage the community. Enhance 10. Persistence Definition: The persistence percentage of all students (RI + ES Student Online) enrolled in Fall n that either graduate by or re-enroll in Fall n+1. Success Recent rates are: 2017 to 2018: 3,120 of 4.055 (76.9%) 2018 to 2019: 2,962 of 3,936 (75.3%) 2019 to 2020: 2,949 of 3,847 (76.7%)
2200 BONFORTE BLVD, PUEBLO, CO 810013 -4901 | 719.549.2100 | CSUPUEBLO.EDU 4 Average (2017 – 2019) = 76.3%
Based on this data we propose the following goal: A persistence rate of 77.5% - 78% for 2021 to 2022. We also suggest a stretch goal of 69% for retention of FTFC 2021-2022.
11. Vision 2028: Implement Provost recommendations to increase completion rates • Build and implement “Back on Track” courses • Embed recitations in high DFW, gateway, and large enrollment courses • Expand tutoring services, tutoring coverage, embed supplemental instruction tutors in high DFW, gateway, and large enrollment courses • Redesign Center for Teaching and Learning (CTL) • Expand high impact instructional experiences: “Discovery Scholars” program (faculty & student stipends) Develop 12. Identify employee compensation gap and develop a process to bring all Our People employees to market within a 5-year process 13. Provide supervisory training.
FY 2021 Year End. The fiscal year will close in the next week or so. Final fund balances will not be available until Period 13 closes. Audit recommendations that were due by the end of the fiscal year were implemented. The external auditors have been working collaboratively with our accounting team and although the report has not been drafted yet early indications suggest that no significant issues have been identified.
FY 2022 E & G Budget. The Education and General Budget for FY 2021-22 has been prepared for uploading into the Kuali Financial System. The budget reflects the consequences of the COVID-19 impact though it still supports the academic mission of CSU-Pueblo. It includes funds to cover salary increases and other mandatory costs. It also includes funds to further institutionalize new academic and university initiatives that support our overall mission.
The E&G tuition revenue budget was built with an assumption of an enrollment increase of 1.5% and a 3% increase to tuition. At this time it is not possible to determine precisely how our revenue is tracking to our budget. Much more information will be available after census in September.
As we are still feeling the effects of the COVID-19 Pandemic, we will be incorporating a portion of Higher Education Emergency Relief Fund III (HEERF III) to help us offset our budgetary E&G deficit that is anticipated for FY2022. Funding from what remains of HEERF III will be used to cover the anticipated shortages in our cash funded areas. We will continue to monitor the impact to our cash funded areas and update the board appropriately.
Vision 2028: Year 3 Update. For FY22, we will complete 24 new activities and invest $6,299,600, which includes continuation of all FY21 activities, and full funding for all FY22 activities. To date, we have completed 6 activities for a completion rate of 25%.
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Fall 21 Academic Planning and Student Learning Experience. Our current focus in academic planning is expanding our academic reach, expanding student support, and developing a new teaching and learning center, which reflect the three institutional goals of the university including expand our appeal, enhance student success, and develop our people.
• Expanding our academic reach. Providing pathways to CSU Pueblo degrees from community colleges in diverse parts of Colorado continues to include building academic programming at satellite locations beyond our existing Colorado Springs and Fort Carson offerings. This has included a cybersecurity and secure software development programs that are progressing in collaboration with Arapahoe Community College (ACC) at the Sturm campus in Castle Rock. Other programs in Business, Nursing and Health Sciences are planning or considering offering their courses and/or programs at the CSU System STURM campus as well. We are working together with ACC administration to streamline the process of admissions of students to these innovative programs. Additionally, several programs including Construction Management and Cannabis Biology and Chemistry are planning on offering certificate level programs at the SPUR campus starting Fall 2022 or soon thereafter. As part of our support for the system rural initiatives, we are exploring collaboration plans for offering our BS degree in Wildlife and Natural Resources with Trinidad State College (TSC) and other Community Colleges in Southeastern Colorado. Our first course in the Wildlife program is planned to be offered this fall 2021 to students in collaboration with TSC. This expanded academic programming, as well as collaborative work on the US Department of Education grants with several community colleges, complements our numerous 2+2 transfer articulation guides with Colorado Community colleges to provide educational opportunities for Coloradans. • Expanding student support. Part of our new pathways for students is the Discovery Scholars program. This is a pathway for first year students that provides the opportunity to begin researching their academic area of choice by selecting to work with faculty members on research projects tailored to help first year students thrive in an engaged hands-on environment. We currently have 17 projects identified involve 19 faculty members across our academic offerings in 10 different departments. The CSU system as part of the equity initiative has provided funding that will allow us to expand this type of programming in the coming semesters and years. It is important to note that this program serves as both a recruiting tool for high quality students interested in enriching their college experience as well as a retention tool for engaging all students in a high impact practice. Ms. Abby Davidson will serve in a newly developed role as the University’s Director of Tutoring and Student Academic Support. The importance of this new role became clear over the past year with tutoring centers and coordinators at CSU Pueblo coming together to streamline support and accessibility for students to tutoring in different modalities. The new position will provide overall leadership and oversight of tutoring and academic support efforts amongst the tutoring centers. This includes peer tutoring, supplemental academic instruction and academic peer mentorship. The Director of Tutoring and Academic Support will serve as a bridge between the Office of the Provost and all of the tutoring center coordinators on campus and collaborate with academic units on campus to ensure adequate student academic support within key courses and degree programs. • A new center for teaching and learning. In response to COVID, learners, teachers, and support staff at CSU Pueblo adapted practices, embraced innovation, and approached
2200 BONFORTE BLVD, PUEBLO, CO 810015 -4901 | 719.549.2100 | CSUPUEBLO.EDU 6 education in new ways. We know that faculty members make critical differences in students’ success and are the primary touchpoint for student learning at CSU Pueblo. It is therefore extremely important that we support teaching and learning on our campus. As part of the equity initiative supported by the CSU system, we are creating this fall semester a new, redesigned Center for Teaching and Learning, formalizing a support structure for faculty at CSU Pueblo to provide a pipeline of activities from innovation and technology to wrap around support in teaching and learning for students and faculty members.
Fall 21 Student Affairs Planning and Student Learning Experience. To support student success, Student Affairs will implement the following intentional experiences for fall 2021: • Student Engagement/Events & Leadership will feature in-person Orientation, Student Convocation, Welcome Week activities such as Pack Kickoff, DareDevil Act, and PackFest to draw and connect students to campus. • Residence Life & Housing will work with Full Measure to streamline processes for student move-in and engagement. • ThunderWolf Recreation will resume club & intramural sport activities. • The Counseling Center will implement an on-call service called Protocall to support after- hour(s) student mental health concerns. • The WolfPack Wellness Center will offer COVID-19 vaccinations. • The Center will provide Peer Mentors to assist new students, rising sophomores, and international students with their transition to campus life. • Disability Resource & Support Center will institute an on-line process for students to submit their accommodation request(s) to support retention efforts.
On a final note, Student Affairs’ has partnered with the School of Social Work to build an internal Community Connections Program for Health & Wellness called COCO; which will allow MSW students to conduct their internships/practicums within Student Affairs’ departments/areas. This partnership will provide additional assistance for new and returning students for the upcoming year, while simultaneously enhancing our on-campus internship opportunities for master’s level students.
Fall 21 Convocation Planning Update. On August 16, CSU Pueblo will open Fall 2021 Convocation Week, including guest speakers, Dr. Cecilia Orphan and Dr. Nate Easley. This year’s convocation theme is “pathways.” Convocation week allows us to showcase multiple opportunities for our people to professionally recharge, connect with our colleagues, and plan the year ahead. CSU Fort Collins and CSU Pueblo have joined efforts to support a “one book” project this fall for the two campuses: The Color of Food: Stories of Race, Resilience and Farming by author Natasha Bowens. CSU Pueblo has purchased books for all incoming freshman which will be available at the New Student Orientation and Convocation on August 20.
Information Technology Assessment. To address the increasing demand on our Information Technology resources, we have begun a thorough IT assessment with consultants Berry Dunn. The engagement will be taking a careful inventory of existing IT capacities, resources, systems, projects, services, policies, governance, budgets and staffing patterns.
This will then be compared against a comprehensive campus needs analysis. This phase of the engagement will seek to capture the many requirements, expectations, and concerns from all campus stakeholders (faculty, students, staff and campus leadership). This will consist of 1x1 meetings, focus groups, surveys and interviews.
This information will be compared against the IT operations of appropriate industry peers and established IT service organization benchmarks.
The Berry Dunn team will then present their findings to campus leadership with a set of recommendations to address:
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• Resource gaps between campus requirements and IT department capacity • IT Risk areas • Outsourcing opportunities • Process improvements and efficiencies • Improvements to IT staffing structure • Budgeting practices and requirements • Operational sustainability • Overall alignment of the department to support the mission of the University
Their analysis is expected to be completed in early September with their findings and recommendations presented by the end of that month.
Life Changing Year Marketing Update. On July 1, CSU Pueblo Marketing, Communications and Community Relations team, in partnership with AOR, the university’s marketing firm of record, rolled out Phase I of A Life Changing Year, a comprehensive communications campaign that shares the work CSU Pueblo accomplished during the past academic year despite a pandemic. The campaign was developed to elevate the university’s brand and support its two institutional goals: expand its appeal, and enhance student success. The campaign, which evolves the newly established Life. Changing. brand concept, creates a dynamic and engaging year-in-review campaign showcasing how CSU Pueblo has continued to operate the university, what students were able to accomplish, and how the school and Pueblo community supported each other all while continuing to uphold the highest levels of academic excellence. The campaign’s audiences include the citizens of Southern Colorado, the university’s campus community, as well as prospective students and family members. The campaign, which runs through August, includes high-achieving accomplishments in academics (faculty accomplishments), students (awards, achievements, living/learning), athletics, Vision 2028, Foundation (DRIVE Campaign), and Institute of Cannabis Research, to name a few. The campaign also features the university’s national award-winning approach to managing COVID, which allowed us to operate during a pandemic. The campaign features these achievements in a way that allows the school’s values to shine through. Audiences are given a chance to see these accomplishments firsthand, and are left with the feeling that CSU Pueblo was and is a valuable part of the community. Vehicles to tell our story include: A Life Changing Year landing page found on the CSU Pueblo homepage that includes, quick facts, testimonials and stories of lives changed around the CSU Pueblo and community, a flipbook that contains additional facts, stories and successes, and a message from me. Phase II of A Life Changing Year begins later in July with an email and social media campaign driving audiences to the landing page, campus signage, and newspaper ads speaking to the Pueblo community highlighting our partnerships and achievements working together.
Advancement Update. The work of the Organizational Development and Advancement (ODA) team includes creating and sustaining a path toward a financially sustainable and nationally- recognized campus. Highlights of the ODA recent work includes:
• Establishing the President’s Denver Committee (PDC) to support and advance Colorado State University Pueblo through fundraising and strategic visibility in Metro Denver. The PDC will exercise the knowledge and experiences of its members to achieve two fundamental goals for CSU Pueblo's Chief Strategy Officer: Financial Growth and Reputation Building. The first PDC event will be held surrounding the SPUR grand opening on January 8, 2022.
2200 BONFORTE BLVD, PUEBLO, CO 810017 -4901 | 719.549.2100 | CSUPUEBLO.EDU 8 • In partnership with Harvard Business School Online, members of the ODA team recruited and implemented a new credential program, which is woven into CSU Pueblo Honor’s College as a Hispanic Serving Initiatives program. In June, seven CSU Pueblo students enrolled in the program, which runs through September. CORe coursework is presented as an hybrid–online program and counts as a summer session II Honors 491 course. Leveraging Vision 2028 funding for Gen Ed/Capstone work, CSU Pueblo is able to cover the cost for Harvard CORe directly, and will provide reimbursement to students for Honors 491 at completion of program. • The Denver-based Kenneth King Foundation has awarded the Vision 2028 Works Program $50,000. This funding will provide up to 15 nursing students with need-based stipends for previously unpaid clinical internships and field experiences in the 2021-2022 academic year. It is the foundation’s first gift to CSU Pueblo. • As part of a system initiative for to strengthen equity and student experiences, the ODA office will oversee, manage, and report on a $2.2 million system project for CSU Pueblo’s Academic Affairs division. • Establishing a CSU Pueblo web presence for ODA. Visit online here. View the complete July 2021 ODA report here.
COVID Management Update. Effective May 26, CSU Pueblo returned to full-in-person operations, retaining some hybrid services as needed. Campus is currently operating at full capacity, including in the Recreation Center, across athletics, and for all external events: camps, clinics, auxiliary services, and summer academic programming. Spartan Medical Group and NTT Data, our contracted COVID Testing and reporting partners, developed a case study featuring CSU Pueblo that other universities can use as a model when developing a comprehensive COVID-19 testing solution for future semesters. Watch the video. A recent NY Times article, comparing CDC data and COVID-19 cases, reported at institutions of higher education, CSU Pueblo is among schools in Colorado with significantly decreasing coronavirus rates. Access the article here. Since June 15, all positive cases have been among unvaccinated individuals. Point-of-care testing continues at the Wolfpack Wellness Center. As of July 12, we have received over 650 voluntary vaccination records from employees and students. CSU Pueblo has been awarded a 2021 Excellence and Innovation Award for Campus Pandemic Response from the American Association of State Colleges and Universities (AASCU) for “A Study in COVID-19 Response and Planning: Pandemics and the Resiliency of CSU Pueblo, the People’s University.” The University will accept this award at the AASCU annual meeting in Clearwater, Florida on November 7, 2021.
Presidential Engagement and Planning. The Office of the President serves as the liaison to a variety of University stakeholders that includes positioning the University, through the President, with civic and business leadership, alumni, the CSU System and Board of Governors, local city government, state legislators, and donors. Throughout the pandemic we managed various stakeholder meetings in virtual or face-to-face formats, depending on public health guidance. Since late March, we have begun re-establishing face-to-face meetings in a more frequent manner and to our stakeholders comfort level. Below is a list of Presidential engagements from late March to mid-July2021:
March 29 Packard Fund Virtual Site Visit Denver Advancement and Engagement March 29 CSU System and Extension Agriculture Programming Possibilities at CSU Pueblo April 8 Greater Pueblo Chamber of Commerce Citizen of the Year Presentation – Dr. Timothy P. Monthly Luncheon Mottet April 17 Greater Pueblo Chamber of Commerce Monthly breakfast with local legislators and Legislative Breakfast community members April 23 CSU Pueblo Baseball – Pack the Park and Annual baseball celebration at CSU Pueblo with Art & Lorraine Gonzales Youth Baseball over 500 youth participating at no cost Clinic April 30 Gill Foundation Denver Advancement and Engagement
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May 2 Rocky Mountain Athletic Conference Track Attended the 2021 Outdoor Track & Field and Field Championships Championships at CSU Pueblo May 3 St. Mary Corwin Community Focus Meeting with SMC CEO Mike Cafasso and Michael Strategy Meeting Murphy May 8 2021 Spring Commencement Hosted two in person ceremonies, one virtual ceremony, and a VIP Reception for the family of Art Gonzales, our first honorary degree recipient May 12 CSU System and CSURF Opening discussions with CSURF and CSU Pueblo May 13 CHSAA Spring State Football Attended spring football championship events Championships hosted at CSU Pueblo ThunderBowl May 15 Celebration of Life – Ray Aguilera Attended community event to celebrate the life of Ray Aguilera May 15 Pueblo Symphony Association An evening of chamber music at the Pueblo Country Club May 18 Angela Giron Coffee with CSU Pueblo Foundation Board Member and Boys and Girls Club of Pueblo County CEO May 19 Dennis Flores Meeting with Former CSU System Board of Governor and Pueblo City Councilman May 20 President’s Cabinet Reception Hosted President’s Cabinet for Social Evening May 27 Ryan McWilliams Meeting with CSU Pueblo Citizens Advisory Group member and Owner of Watertower Place May 27 United Way 98th Annual Meeting and Attended Reception Honors Reception May 31 Memorial Day Ceremony at Veterans’ Ceremony honoring Memorial Day in Pueblo Bridge County June 3 CSU Pueblo Town Hall Meeting Hosted Dr. Christopher Urbina and Randy Evetts with Pueblo Department of Public Health and Environment June 3 Celebration of the Reconstruction of the Attended ribbon cutting event Pueblo Levee at the Arkansas River June 15 Denise Torrez, El Movimiento Meeting to discuss next steps with Chicano programming, events, celebrations with El Movimiento June 15 Holmes Building Tour with Nathan Stern Meeting and tour and CSU Pueblo Foundation June 17 Boys and Girls Club of Pueblo County Attended dinner and sponsor of annual Youth of Annual Champions of Youth Dinner the Year award June 18 LGBTQ Leadership Institute (Virtual) Attended professional development institute June 18 Fuel the Drive Reception at Bill and Attended CSU Pueblo Foundation’s Donor Event Barbara Vidmar’s home June 29 Rita Fox, Greater Pueblo Chamber of Meeting to discuss partnerships in 2022 Commerce June 29 AASCU 2021 Summer Council (virtual) Attended professional development event June 29 End of Year Employee Appreciation and Hosted 150 faculty and staff for appreciation event Celebration July 4 Pueblo Symphony Pre-Concert Party and Attended pre-concert VIP event and performance Event at Memorial Hall July 4 Historic Arkansas Riverwalk of Pueblo – Presenting Sponsor for Fireworks and Media Rolling on the Riverwalk Interview with KPHT July 6 AASCU Mentor for Dr. LeManuel Bitsoi – Mentoring an AASCU MLI participant in 2021-2022 Minority Leadership Institute Participant
2200 BONFORTE BLVD, PUEBLO, CO 810019 -4901 | 719.549.2100 | CSUPUEBLO.EDU 10 July 7 Parkview Health Solutions CEO Leslie Meeting to discuss collaborations with Parkview Barnes and CSU Pueblo July 7 Carla Barela, CSU Pueblo Citizens Monthly meeting to be introduced to more of our Advisory Group and Owner of Cortez Hispanic community leaders and historic Pueblo Construction locations July 7 Parking and Safety Team Reception Hosted 12 students for an open house with the President July 8 John Fischer, CSU System Board of Welcome and Introduction to CSU Pueblo Campus Governor July 8 Greater Pueblo Chamber of Commerce Monthly luncheon with Pueblo business community Monthly Luncheon July 9 Pueblo Zoofari Annual Dinner Attended and sponsored annual fundraiser for Pueblo Zoo July 10 10th Anniversary Performance – Opening Comments and Welcome to CSU Pueblo OMAWARI Mexican Folkloric Dance Group Presents: iMexico July 13 Hispanic Association of Colleges and HSI-ETS Convening Planning Committee member Universities July 13 Lunch with CSU Pueblo Online Job Hosted staff for lunch and recognize Implementation Team accomplishments July 14 Shelli Brunswick, COO of Space Alumna and Denver Advancement and Foundation Engagement July 14 Joe Blake, Retired CSU System Chancellor Denver Advancement and Engagement July 15 Town Hall Discussion w/ US Secretary of Pueblo County Commissioners hosted event on Energy Jennifer Granholm nuclear power generation July 15 Priscilla Lucero, Community Relationship Alumna and Board Trustee of Buell Foundation, Manager and VP of Wells Fargo Denver Advancement and Engagement July 15 James McCormick, National Senior Vice Military Order of the Purple Heart, Purple Heart Commander University Liaison July 16 Frances Koncilja, Alumna and Denver Advancement and Founder/Owner/Principal at Koncilja Engagement Energy Law & Policy, LLC
Additionally, President Mottet serves as a board member/director for the American Association of Colleges and Universities (AASCU), Pueblo Economic Development Corporation (PEDCO), CSU Pueblo Foundation, the Colorado Ballet, the CSU Pueblo Institute of Cannabis Research, and the One Pueblo Target Industry Development and Talent Pipeline Teams. President Mottet also hosts monthly meetings with the CSU Pueblo Foundation Executive Committee, Pueblo Community College President Dr. Patty Erjavec, and CSU Pueblo Foundation Board of Trustees Chair Chad Heberly.
The Office of the President is currently facilitating a Solar Array Flip Switch ceremony on August 19, coordinating plans for a groundbreaking on the $17.1 million renovation of the Technology Building, and attendance at the CSU Pueblo Foundation’s Donor Dedication Ceremony at the Center for Integrated Human and Health Inquiry (CIHHI) Building.
Audit Update. The Office of the President is overseeing six active internal audits with 75 recommendations and completed six additional audits with 60 recommendations. To date, 123 of the 135 recommendations are completed; 9 recommendations will be completed by December 31, 2021 and three will be completed by December 31, 2022. All audit recommendations will continue to be processed on schedule or under revised target dates in agreement with internal audit guidance.
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CSU Pueblo in the News. OER Grant Helps Colorado State University Pueblo Fund Zero Textbook Cost Spanish Degree. CSU Pueblo received another grant award in the development and support of Colorado Open Educational Resources (OER) from the Colorado Commission on Higher Education. The OER grants are designed to help make education more affordable by helping reduce the total cost of textbooks for students. With its Vision 2028 campaign in full swing, CSU Pueblo wants to make education and educational resources more affordable to students in order to achieve the goal of becoming the people’s university of the Southwest United States by 2028.
Colorado State University Pueblo International Food and Cultural Extravaganza Returned to Campus to Celebrate Virtually. CSU Pueblo hosted the International Food and Cultural Extravaganza virtually this year on Friday, April 16. This was the first occurrence for this event since 2018, yet it is the longest running student-ran event at CSU Pueblo - 80 years and counting.
Colorado State University Pueblo Offered 1000 Pfizer COVID-19 Vaccines for Campus Community. CSU Pueblo coordinated efforts with the Federal Emergency Management Agency (FEMA) and the Colorado Department of Public Health and Environment to secure 1000 Pfizer COVID-19 vaccinations for students, faculty, staff and campus community members at a one-day drive-thru and walk-up vaccination clinic. The clinic ran Thursday, April 15 from 9 a.m. until 3 p.m. on the CSU Pueblo campus.
Colorado State University Pueblo awards Jenna McKinley the Threlkeld Prize for Excellence. CSU Pueblo named Jenna McKinley as the 2021 recipient of the Threlkeld Prize for Excellence. The seven finalists were selected from a pool of candidates compiled from nominations by CSU Pueblo faculty and staff from various university departments. McKinley was given the award at the Student Leadership and Involvement Awards Ceremony on Apr. 15. Named for the late Budge Threlkeld, a former administrator and professor, the award is presented to a graduating senior who demonstrates excellence in academic and co-curricular activities as well as service to the University and the community. The Threlkeld winner will receive a stipend as well as the first diploma during the Commencement Ceremonies on May 8.
Colorado State University Pueblo Hosted Commencement In-Person to Celebrate 2020 and 2021 Graduates. CSU Pueblo held spring 2021 Commencement ceremonies on campus at the CSU Pueblo Thunderbowl on Saturday, May 8. Commencement includes two in-person graduation ceremonies, each with a live-stream feed and one virtual ceremony to include all graduates who are unable to attend in person.
Leticia Steffen Named Dean of CHASS. CSU Pueblo announced that Leticia Steffen was selected for the role of Dean for the College of Humanities, Arts, and Social Sciences (CHASS). Steffen has served as the Interim Dean of CHASS since January 2021 before being appointed to this permanent position. She transitioned to her new role effective May 1.
All Colorado State University Pueblo Degree Programs Provide Work Experience. CSU Pueblo announced that 100 percent of its degree programs provide students with work-related experience prior to graduation. CSU Pueblo offers over 100 courses that provide students work experience in
2200 BONFORTE BLVD, PUEBLO, CO 8100111- 4901 | 719.549.2100 | CSUPUEBLO.EDU 12 their career field, while earning college credit. These 100 courses include internships, student- teaching, applied learning (capstones), seminars, and apprenticeships.
Colorado State University Pueblo Announces Gift from Friends of Football. A CSU Pueblo private athletics-focused foundation, The Friends of Football (FOF), announced in a community message on Tuesday, May 4, 2021, the intent to donate the Neta and Eddie DeRose ThunderBowl, including all donatable assets of FOF. FOF recently voted to dissolve the organization and gift the ThunderBowl to the CSU Pueblo Foundation, pending the satisfaction of all donation details by August 1, 2021, when additional details will be made available by the CSU Pueblo Foundation.
Colorado State University Pueblo Vice President of Enrollment Management, Communication and Student Affairs Appointed to Executive Leadership Academy. CSU Pueblo Vice President of Enrollment Management, Communication and Student Affairs, Chrissy Holliday was appointed as one of the participants in the 2021-2022 Executive Leadership Academy (ELA). ELA is cosponsored by the American Association of the State Colleges and Universities (AASCU), The Council of Independent Colleges (CIC), and the American Academic Leadership Institute (AALI).
Colorado State University Pueblo Engages in Local Efforts on National Stage with $571 Million Contract Partnership with ENSCO Inc. CSU Pueblo is part of a team of surface transportation research organizations lead by ENSCO Inc. (ENSCO) that was recently awarded a $571 million USD contract by the Federal Railroad Administration (FRA) to provide research, testing, engineering, and training services at the Transportation Technology Center (TTC).
State of Colorado Awards Colorado State University Pueblo $20 Million. Colorado Governor, Jared Polis signed State Bill 21-205 or the Long-Bill into effect on Monday May 17, 2021. This bill allocated over $3 million to CSU Pueblo for campus improvements and approved CSU Pueblo’s planned renovations to its Technology Building.
Institute of Cannabis Research Cannabis Research Funding Awards Announced. The Institute of Cannabis Research (ICR) hosted at CSU Pueblo completed the first statewide competition for funding of cannabis research. Approximately 40 proposals were received from researchers at six institutions of higher education, several nonprofit research organizations, and a private entity with the required state licensing. Applications were evaluated by scientific review panels comprised of subject matter experts from around the country. Ten projects were recommended for funding and will be led by researchers from four universities and one private company.
Colorado State University Pueblo Announces Partnership with Harvard Business School Online. CSU Pueblo proudly announced a new partnership with Harvard Business School (HBS) Online after completing 2020 pilot program. During the 2020 pilot, CSU Pueblo students were among the program’s top performers. Current students and recent graduates were invited to join the online credential of readiness (CORe) over summer 2021. For the first time, CORe was dually offered as Honors credit through CSU Pueblo – along with the Harvard Certificate.
Four Colorado Campuses Earn Hunger Free and Healthy Minds Designations as they work to Erase Hunger and Address the Mental Health Needs of College Students. The Colorado Department of Higher Education (CDHE), today announced that four institutions of higher education—Colorado State University, Colorado State University Pueblo, Fort Lewis College, and Metropolitan State University of Denver have earned Hunger Free and Healthy Minds designations for their work to end hunger and address the mental health needs of their students.
Over 1,000 Students Achieve Dean’s List Honors. During the 2021 spring semester, 1,089 CSU Pueblo students achieved a 3.50 grade-point average or higher. These 1,089 students navigated hybrid learning models, less in-person interaction and a pandemic to earn a place on the Dean’s List. All of these 1,089 undergraduate degree-seeking students completed 12 or more credit hours this spring.
12 13
Davidson Named Director of Tutoring and Student Academic Support. CSU Pueblo announced that Abby Davidson will serve as the University’s Director of Tutoring and Student Academic Support. As the Director of Tutoring & Student Academic Support, Davidson will provide overall leadership and oversight of tutoring and academic support efforts amongst the tutoring centers. This includes peer tutoring, supplemental academic instruction and academic peer mentorship.
Colorado State University Pueblo Received the 2021 Excellence and Innovation Award for Campus Pandemic Response from the American Association of State Colleges and Universities (AASCU). CSU Pueblo Received the 2021 Excellence and Innovation Award for Campus Pandemic Response from the American Association of State Colleges and Universities (AASCU). As a national leader in the advancement of higher education, AASCU promotes nearly 400 public colleges, universities, and systems to amplify progress, support innovation, and develop professionals within the industry. CSU Pueblo’s submission, “A Study in COVID-19 Response and Planning: Pandemics and the Resiliency of CSU Pueblo, the People’s University,” was selected by the awards committee for its outstanding results and potential to influence and serve as a model for other institutions.
Colorado State University Pueblo Library Launched the new Aztlan Center. CSU Pueblo launched the new Aztlán Center which will be housed in the university Library. The Aztlán Center is dedicated to the study of Chicanx, Latinx and Indigenous Peoples and Environments of the Southwest. The Center will sponsor research, lectures and events, and community outreach that can advance knowledge on the campus related to the culture and history of the region, encourage the teaching of Southwest Studies, and broaden the base of potential students for Chicanx Studies courses.
2200 BONFORTE BLVD, PUEBLO, CO 8100113- 4901 | 719.549.2100 | CSUPUEBLO.EDU Section 7 Board Chair’s Agenda
FY 2021 – 2022 Board of Governors Meeting Calendar
August 4-6, 2021: CSU System, Denver
September 28-29, 2021: Colorado State University, Fort Collins*
December 2-3, 2021: Colorado State University System, Denver
February 2-4, 2022: Regular Meetings & Retreat, CSU Pueblo
May 3-4, 2022: Colorado State University, Fort Collins (Tuesday-Wednesday due to commencement)
June 8-10, 2022: Meeting/Retreat/Westminster
FY 2022 – 2023 Board of Governors Meeting Calendar
August 4-5, 2022: CSU Global, Aurora
October 6-7, 2022: Colorado State University, Fort Collins
December 1-2, 2022: Colorado State University System, Denver
February 1-3, 2023: Regular Meetings & Retreat, CSU-Pueblo
May 4-5, 2023: Colorado State University, Fort Collins
June 7-9, 2023: Meeting/Retreat/Location
• Revised Meeting Dates
Section 8 Public Comment
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Section 9 Audit and Finance Committee
BOARD OF GOVERNORS OF THE COLORADO STATE UNIVERSITY SYSTEM AUDIT and FINANCE COMMITTEE MEETING AGENDA August 2021
Audit
1. Internal Auditing Dashboard and Status of FY 2021-2022 Audit Plan
2. Review of Audit Reports Issued
3. Past Due Audit Recommendations
Finance
1. FY 2023 Campus Budget Scenarios (Initial FY 2023 Budget)
2. Action on Annual Approval of Institutional Plan for Student Fees: CSU and CSU-Pueblo
3. Treasury Update
4. Action on Revised Asset Allocation of Operating Portfolio Investment Policy Statement
5. Action on 22nd Supplemental Resolution Series 2021C Refunding Internal Audit Update COLORADO STATE UNIVERSITY SYSTEM INTERNAL AUDITING FISCAL YEAR END 2021 INTERNAL AUDITING DASHBOARD
100% 96%
FY 2021 Productivity Rates as of
June 30, 2021 COVID19 80% 70% Financial Research Fraud 60% Risk 50% Areas On 40% Audit 30% Plan 20% IT Title IX 10% 0% Athletics Staff Supervisors
Target Actual
FY 2021 Post Engagement Survey: Was the engagement of value? -Target 90% Agree/Strongly Agree-
REPORTS ISSUED Neutral . 7% Regular Reports: 17 . Special Project Reports: 2
, Strongly Agree/Agree, 93%
COLORADO STATE UNIVERSITY SYSTEM INTERNAL AUDITING STATUS OF FISCAL YEAR 2022 AUDIT PLAN
Reports Issued Institution Audit Area Status CSU Housing & Dining Services Payroll Audit Report 21-17 CSU-P Pandemic Risk Response Consultation Report 21-18
Audits in Progress Institution Audit Area Timeline Jul Aug Sep Oct Nov Dec CSU-P Athletics Compliance Audit CSU Athletics Compliance Audit CSU, CSU-P FY21 Financial Fraud Risk Continuous Audit CSU-P Network Security Consultation CSU Conflict of Interest Audit CSU Sponsored Program Billing & Receivable Audit CSU-P Facilities Recharge Accounts Audit All Hotline follow-up, investigations, and special project 1 Special Project in Reporting Phase All Audit follow-up Ongoing All Continuous Auditing – Ongoing Evaluation Ongoing
Remaining Audits Institution Audit Area Timeline Jul Aug Sep Oct Nov Dec CSU Housing Management System Consultation CSU ADA Compliance Audit CSU-G ADA Compliance Audit CSU, CSU-P FY22 Financial Fraud Continuous Audit CSU Facilities Recharge Accounts Audit CSU VP Diversity Audit CSU-P Vision 2028 Financial Controls & President’s Office CSU, CSU-P COVID19 Relief Funds Audit/Consultation CSU-P Sustainability of High-Risk Recommendations Audit CSU Distributed IT Risk Assessment Consultation CSU IT Vendor Management Audit CSU-P Clery Act Compliance Audit CSU Athletics Compliance Audit Timeline Adjusted Due to Special Project Planning Fieldwork Reporting
Audit of Housing and Dining Services Payroll – Colorado State University
EXECUTIVE SUMMARY May 25, 2021
Background Information Findings and Conclusions
Housing and Dining Services (HDS) is the largest auxiliary of A summary of conclusions for each objective is as follows: Colorado State University and has one of the highest employee counts 1. We found that HDS Payroll is doing their part to ensure of all units at CSU. The strategic objective of the HDS Payroll group is employees are paid accurately, timely, and only to active to “Pay employees timely and accurately”. HDS Payroll pays employees. Root causes for inaccurate or untimely pay are approximately 500 salaried employees monthly and approximately 800 typically attributed to the HDS Supervisor or HDS hourly employees biweekly. Employee. 2. We made four recommendations to improve processes and HDS Payroll is responsible for completing payroll-related actions in procedures improvements for HDS as a whole. CSU’s centrally managed Human Resources system, Oracle, for all the a. Review the Employee Notifications system. unit’s employees (e.g., new hires, terminations, salary increases, leave b. Ensure that internal HDS Payroll procedures are without pay, etc.). To accomplish this, HDS Payroll relies on current, comprehensive, regularly reviewed, and information from both supervisors within HDS and CSU’s central HR available electronically. Payroll group. c. Ensure payroll monitoring controls are in place and consistently applied. This audit was added to our audit plan at the request of HDS Executive d. Develop an awareness and training plan for HDS Leadership. supervisors and employees on their responsibilities in payroll procedures and the importance of their timely Scope and Objectives responsibilities.
The audit covered payroll activity in Calendar Years 2019 and 2020 We have discussed all findings and recommendations with management and included current processes and procedures under HDS’s control. and are satisfied that completion of the proposed actions will mitigate the CSU’s central HR Payroll processes were not included in the scope of issues noted. Details may be found in Audit Report 21-17 issued the same our audit. The objectives of the audit were to date as this Executive Summary. 1. Ensure HDS's payroll disbursements are accurate, timely, and made only to active employees. We appreciate the cooperation and the availability of resources extended 2. Identify opportunities for improvements in HDS payroll to us by management and staff during our review.
processes and procedures. ______
Susy Serrano – Director, Internal Auditing
Pandemic Risk Response Consultation – Colorado State University-Pueblo
EXECUTIVE SUMMARY June 28, 2021
Background Information To accomplish this objective, we interviewed management, reviewed and researched reporting systems, and performed other procedures we In 2020, Coronavirus Disease 2019 (COVID-19) caused considerable considered necessary. We did not evaluate the adequacy or disruption to higher education institutions across the United States and effectiveness of management’s current financial reporting system. Our the world. The Colorado State University System was no exception to consultation was conducted in conformance with the International this, but the System quickly adapted to the rapidly evolving situation, Standards for the Professional Practice of Internal Auditing. related emerging risks, and public health guidelines. To help ensure the safety of the CSU-Pueblo community and slow the spread of Services Provided and Engagement Deliverables COVID-19, CSU-Pueblo implemented a number of safety measures consistent with the Pueblo County guidelines. In order to help CSU- Internal Auditing discussed continuity planning with the Vice Pueblo better manage the risk surrounding the pandemic, Internal Presidents of Administration and Finance, Academic Affairs, and Auditing initiated a consultation project. Enrollment Management Communication and Student Affairs. After these discussions, it was noted that very few of the departments within Nature and Scope of Engagement these divisions had working business continuity plans. Internal Auditing collaborated with the Risk Management and Insurance office The nature of our work was a consultation. Consulting services are at CSU to help develop a business continuity plan template to provide advisory in nature and are generally performed at the specific request to each Vice President. Additionally, Internal Auditing met with the of a group seeking advice. When performing consulting services, Vice President of each division to give guidance on how to properly internal auditors maintain objectivity and do not assume management utilize the template. responsibility (i.e., we present options to management but do not make decisions for management). Internal Auditing originally planned to observe compliance with CSU- Pueblo’s Return to Campus Plan at the main campus in Pueblo, as well The specific objectives of the consultation were agreed upon with as at the CSU-Pueblo Tower campus in Colorado Springs. CSU-Pueblo’s President. They were to Observations at the CSU-Pueblo Tower campus were made and 1. Assist CSU-Pueblo in improving Continuity of Operations provided to management. These observations were generally positive, plans in Academic Affairs, Student Affairs, and Finance and and no exceptions regarding compliance with the Return to Campus Administration. Plan were noted. As the COVID-19 pandemic continued to develop, it 2. Provide observations to management on the execution of CSU- was decided that the planned observations at CSU-Pueblo main Pueblo’s Return to Campus Plan. campus for fall semester would instead be completed in the spring
semester due to a large spike in COVID-19 cases in Pueblo county. During the spring semester, there was an additional large spike in COVID-19 cases in Pueblo County. Upon discussion with the CSU- Pueblo president, it was determined that the value obtained from the observations would not be beneficial to management for decision making. This was, in part, because the campus was fluidly moving between various operational levels based on the risk level Pueblo County was currently observing.
Details may be found in Audit Report 21-18 issued the same date as this Executive Summary. We appreciate this opportunity to work with management and assist in mitigating financial reporting risk.
______Susy Serrano – Director, Internal Auditing
DEPARTMENT OF INTERNAL AUDITING | ALL OVERDUE RECOMMENDATIONS
Revised Target Audit Rec. Target Audit Name Inst. Recommendation Audit Report Response Compl. No No Compl. Date Date 20-01 Accounts CSU-P 13 The Controller, in conjunction with the Agree. The Controller in conjunction with 6/30/2020 10/31/2022 Receivable CSU system, should establish a the CSU system will establish a documented methodology for calculating documented methodology to calculate bad bad debt, which is consistent with debts in accordance with GAAP. generally accepted accounting principles (GAAP). 20-07 Enrollment and CSU 9 The Vice President should perform a cost- Agree, with responsibility shared by other 4/30/2020 00/00/2021 Access - benefit analysis of implementing a divisions. The Division is currently Transition communications tracking system for the assessing the ability of Slate, software Review entire student life cycle and develop a managed by the Office of plan for implementation if the decision is made to implement such a system. 20-10 Human CSU-P 14 The Director of HR should develop up-to- Agree. The Director of Human Resources 9/30/2020 08/31/2021 Resources and date policies and procedures for key will work with the Deputy General Payroll business practices. Counsel to review, revise and/or develop relevant and appropriate policies for CSU- Pueblo in the areas indicated.
20-21 Office of CSU-P 11 The Director of OSP and the Controller, Agree. CSU-Pueblo will consider all 1/1/2021 09/30/2021 Research and in conjunction with Provost, should possibilities to fund and fill a new position Sponsored consider a dedicated post-award position of a grant accountant to start on January 1, Program housed in either OSP or BFS. 2021.
Revised Target Audit Rec. Target Audit Name Inst. Recommendation Audit Report Response Compl. No No Compl. Date Date 20-21 Office of CSU-P 7 The Director of OSP and the Controller Agree. CSU-Pueblo will proceed with 5/31/2021 08/31/2021 Research and should establish documented policies and establishing documented policies and Sponsored procedures for establishing and tracking procedures for establishing and tracking Program cost share. cost share.
20-21 Office of CSU-P 4 The Director of OSP and the Controller Agree. CSU-Pueblo will develop 6/30/2021 08/31/2021 Research and should develop comprehensive policies comprehensive policies and procedures for Sponsored and procedures for time and effort time and effort reporting, including, but Program reporting, including, but not limited to, not limited to, standard certification, standard certification, recertification, recertification, reported effort level, and reported effort level, and supplemental supplemental pay on grants. pay on grants. 20-21 Office of CSU-P 5 The Director of OSP and the Controller Agree. CSU-Pueblo will proceed with the 6/30/2021 08/31/2021 Research and should work with the needed parties to development of University-wide policies Sponsored develop University-wide policies related related to institutional base salary. Program to institutional base salary.
20-23 Warner College CSU 4 The Dean of the Warner College of Agree. Warner College will work with 9/15/2020 6/30/2021 of Natural Natural Resources, in consultation with OGC to draft a statement to the faculty Resources - the OGC, should require implementation members regarding implementation of a Geosciences of a conflict of interest management plan conflict of interest management plan with Department for each of the two faculty members the elements stipulated in involved in the Facility billing. Recommendation 4. 20-23 Warner College CSU 3 In consultation with the OGC, the Dean of Agree. Warner College will consult with 9/30/2020 6/30/2021 of Natural the Warner College of Natural Resources OGC to determine the appropriate scope Resources - should require the two faculty members to and wording of the certification request. Geosciences certify prior-period billing accuracy. Warner College will present the request to Department the faculty members by July 30, 2020…
Revised Target Audit Rec. Target Audit Name Inst. Recommendation Audit Report Response Compl. No No Compl. Date Date 21-08 Military and CSU-P 1 The Executive Director of Information Agree. The network file servers that house 5/31/2021 7/15/2022 Veterans Success Technology Services should consider the shared departmental data (I:drive) need Center Special implementing a system where logs are to be updated in order to facilitate the Project generated if the data meets defined logging functionality suggested in the parameters, such as when large amounts recommendation. of data are deleted. 21-15 University CSU 10 The Director of Web Services should opt- Agree. We're exploring the use of two- 7/1/2021 Communications in to two-factor authentication for the factor authentication using CSU's existing Transition Audit password vault. DUO account, which is subject to approval by ACNS. If not approved, we will implement using an alternative method.
21-15 University CSU 11 The UComm Director of Information Agree. The UComm Director of 7/1/2021 Communications Technology should ensure appropriate Information Technology will implement an Transition Audit periodic access reviews are in place for annual procedure to review: (1) file storage de-centrally managed systems critical to access and permissions, (2) Microsoft University Communications’ function, Exchange Object access (shared including a review of roles and mailboxes, etc.), (3) in collaboration with permissions. the Executive... 21-15 University CSU 5 To comply with FPI 2-20, the Director of Agree. The Director of Web Services will 7/1/2021 9/1/2021 Communications Web Services should regularly provide work with the finance team to send fixed- Transition Audit billing information to fiscal officers to cost invoices in the 1st quarter of the Fiscal allow timely customer billing (i.e., at Year. Projects that require over six months project completion, per to complete will be billed quarterly. contract/agreements, monthly, etc.). Finance Committee FY 2023 Campus Budget Scenarios FY23 Incremental E&G Budget - V.1.0 Colorado State University - Fort Collins Monday, July 19, 2021
Rate = 0% - RUG Rate = 3% - RUG State = 3% State = 3%
New Resources Tuition Undergraduate-Enrollment Growth Increase in FTE $ - $ - Change in mix - RES vs. NRES - - Undergraduate Rate Increase Resident - 4,509,000 Non-Resident - 5,119,000 Graduate Rate Increase Resident - 486,000 Non-Resident - 689,000 Professional Veterinary Medicine Rate Increase - - Differential Tuition - 816,000 Total Tuition $ - $ 11,619,000 State Funding Impact 4,824,000 4,824,000 Facilities and Administrative Overhead - - Other (INTO) (252,800) (252,800) Total New Resources $ 4,571,200 $ 16,190,200
Financial Aid 1,533,000 3,164,000 Net New Resources $ 3,038,200 $ 13,026,200 New Expenses Multi-Year Central Investments in Strategic Initiatives $ 1,100,000 $ 1,100,000 Faculty/Staff Compensation 9,491,000 9,491,000 Academic Incentive Funding - - Mandatory Costs 1,458,000 1,458,000 Quality Enhancements 3,204,000 3,204,000 Budget Reduction - -
Total New Expenses $ 15,253,000 $ 15,253,000
Net New Incremental Budget Resources $ (12,214,800) $ (2,226,800) One-Time FY22 Backfill Resources: Planned Board Reserve Deployment $ (12,904,000) $ (12,904,000) Total Base Budget Overage (Shortfall) $ (25,118,800) $ (15,130,800)
1% RUG Increase = student share $97/yr. 1% RUG Increase = $1.5M 1% Increase NRUG = student share $290/yr. 1% NRUG Increase = $1.6M 1% Salary Increase = $4.6M ($3.8M Fac/AP; $620K SC; $180K G
Base Assumptions Resident Undergraduate 3%; $291/yr. Non-Resident Undergraduate 3%; $870/yr. Resident Graduate 3%; $325/yr. and Resident Professional Veterinary Medicine 3%; $1,1072/yr. Non-Resident Graduate 3%; $797/yr. and Non-Resident Professional Veterinary Medicine 3%; $1,784/yr. Differential Tuition - UG ~ 3% (est. round to whole number) Salary Increases Faculty/AP -1.5% (July-December) Salary Increases SC 3% (July-June) Salary Increases Grads 3% (July-June) Internal Reallocations/Budget Reductions TBD Fees TBD FY 2023 Incremental E&G Budget - V.1.0 Colorado State University - Pueblo Thursday, July 15, 2021
Rate = 0% - RUG Rate = 3% - RUG Rate = 0% - GRAD Rate = 3% - GRAD State = 3% State = 3% New Resources Tuition Undergraduate Rate Increase Resident $ - $ 573,000 Non-Resident (TWOLF & WUE rate) - $ 203,100 Undergraduate Differential Tuition - $ 30,000 Graduate Rate Increase Resident $ - $ - Non-Resident - 8,000 Resident Teacher Education Program - 4,000 Graduate Differential Tuition - 8,000 1 Projected Enrollment Change = 0% - - Total Tuition - 826,100 State Funding Impact (3% increase) 625,584 625,584 State Funding Add'l - - Facilities and Administrative Overhead - - 2 Other Resources TBD TBD Total New Resources $ 625,584 $ 1,451,684
Financial Aid - 207,000 Net New Resources $ 625,584 $ 1,244,684 New Expenses Investments to Enhance Academic Quality 250,000 250,000 Faculty and Staff Compensation (3%) 1,400,000 1,400,000 State Classified Compensation (3%) 360,000 360,000 Position Management (includes prior years' temporary position reductions and fringe changes) 750,000 750,000 Fringe Benefit Increase (increase = 2% of base salaries) 160,000 160,000 3 Mandatory Costs 680,000 680,000 Total New Expenses $ 3,600,000 $ 3,600,000
4 Net New Incremental Budget Resources $ (2,974,416) $ (2,355,316) One-Time FY22 Backfill Resources: HEERF III funding $ (3,377,668) $ (3,377,668) Extended Studies transfer $ (405,000) $ (405,000) One-Time FY23 Backfill Resources: TBD TBD TBD
Total Base Budget Overage (Shortfall) $ (6,757,084) $ (6,137,984)
1% RUG Increase = student share increase of $82/year 1% NRUG Increase = increase of $165/year 1% Salary Increase = $520k($400k Fac/AP; $120k SC) Base Assumptions 3% tuition increase 0% growth in enrollment Spring Melt = 8% Salary Increase Faculty / Administrative Professionals (3% total) Salary Increase State Classified Staff (3% total) Fees TBD 1 TBD. Dependent upon advancement of Vision 2028 initiatives. 2 Projected net margin from Extended Studies; increase in processing fees
3 This line includes anticipated increases for the following expenses: utilities, maintenance costs, statewide indirect costs, library subscriptions, sheriff's contract, payments to risk management (liability and property insurance), information technology inflation, system costs, and audit expenditures.
4 Increase in non-mandatory transfers/Budget Reductions TBD Colorado State University - Global Campus FY2022 Budget vs FY2023 Pro Forma Budget August 2020 Board of Governor's Meeting August 6, 2021
Budget Percent of Pro Forma Percent of Incremental FY22 Revenue FY23 Revenue Increase Operating Revenues 1 Student Tuition and Fees, net 93,539,908 94.23% 98,136,303 94% 4,596,395 Other Operating Income 5,728,255 5.77% 6,301,081 6% 572,826 Total Operating Revenues 99,268,163 104,437,384 5,169,221
Operating Expenses 2 Instruction 20,662,148 28.96% 21,872,840 29.4% 1,210,692 2 Academic Support 7,964,210 11.16% 8,615,682 11.6% 651,472 2 Student Services 32,301,883 45.27% 33,916,977 45.5% 1,615,094 Institutional Support 9,459,209 13.26% 9,177,178 12.3% (282,031) Operation and Maintenance of Plant 559,000 0.78% 564,000 0.8% 5,000 Depreciation 408,000 0.57% 375,975 0.5% (32,025) Total Operating Expenses 71,354,450 100.00% 74,522,652 100.00% 3,168,202
Operating Income 27,913,713 29,914,731 2,001,018 Operating Margin 28% 29%
1 - Increase in Operating Revenue is due to an expected 10% growth in new student enrollment. 2 - Increase due to anticipated growth in student enrollments. FY23 Incremental Educational & General Budget Colorado State University - Global Campus As of July 31, 2021
New Resources Tuition (net) Undergraduate Growth $3,670,147 Graduate Growth $1,499,074 Total $5,169,221
New Expenses Student Support and Outreach $1,615,094 Instruction & Academic Support $1,862,164 Technology Operations and Innovation ($282,031) General & Administrative ($27,025) Total $3,168,202 ($0) Net Total $2,001,018
Assumptions
Projections New student enrollment target projection 11,220 New Student Undergraduate/Graduate tuition rate per credit $350 / $500 Undergraduate to Graduate ratio projection 65% / 35% Annual Approval - Institutional Plan for Student Fees The Board of Governors of the Colorado State University System Meeting Date: August 5-6, 2021 Action Item
MATTERS FOR ACTION:
CSU and CSU-Pueblo: Institutional Student Fee Plan and Policy
RECOMMENDED ACTION:
MOVED, that the Board of Governors approve the Institutional Student Fee Plan and Policy for Fiscal Year 2021- 2022, as attached for CSU and CSU-Pueblo.
EXPLANATION:
Presented by Lynn Johnson, Vice President of University Operations and Chief Financial Officer, Colorado State University and Alejandro Rojas-Sosa, Vice President Finance and Administration, CSU-Pueblo
Institutional Fee Policy and Plan. In accordance with C.R.S. §23-5-119.5 and CCHE Policy VI-C-3.01, the Board is required to adopt a Student Fee Policy and an Institutional Student Fee Plan and to annually review the plan and approve any new fees or fee changes. This document is organized according to the statutory requirements and provides all required information regarding Student Fees currently being charged, and to be charged in FY 2022, by Colorado State University and Colorado State University - Pueblo. CSU Global Campus does not charge student fees and therefore no plan is necessary.
______Approved Denied Board Secretary
______Date
FY 2021-2022 Institution Student Fee Plans COLORADO STATE UNIVERSITY Fiscal Year 2021-2022 Institutional Student Fee Plan and Policy
Introduction and Purpose:
The purpose of this Institutional Student Fee Plan and Policy (hereinafter “plan”) is to provide information in accordance with C.R.S. § 23-5-119.5 and CCHE Policy VI-C requiring the Board to adopt a Fee Policy and an Institutional Student Fee Plan.
1. Definitions: As used in this plan, the following terms are defined as follows:
Academic Course: A program of instruction, including, but not limited to: academic, vocational, occupational, technical, music, and physical education courses.
Academic Facilities Construction: As defined in CCHE Policy Section VI-C-1.50, includes buildings and site improvements, or specific space within a multi-use building (including utilities and transportation infrastructure) as defined in C.R.S. § 24-75-301. The determination of whether it is an academic facility or space shall be based on the function/purpose of the building or space. Academic Facilities are those facilities that are core to the role and mission of the institution and may include, but not be limited to, space dedicated to instructional, student services, or administration. If a multipurpose building, the space determination shall be based on the primary usage of the space during the regular academic year.
Alternative Transportation Fee Advisory Board (ATFAB): A board comprised of student members and non-student ex officio members that provides guidance and advice to the President of ASCSU and the University administration regarding alternative transportation projects and initiatives and to recommend the allocation of ATFAB fees for new and improved transportation facilities and programs. ATFAB is governed by the ATFAB Bylaws, subject to approval of the Student Fee Review Board (SFRB).
Auxiliary Facility: As defined in C.R.S. § 23-5-101.5(2)(a), any student or faculty housing facility; student or faculty dining facility; recreational facility; student activities facility; child care facility; continuing education facility or activity; intercollegiate athletic facility or activity; health facility; alternative or renewable energy producing facility, including but not limited to, a solar, wind, biomass, geothermal, or hydroelectric facility; college store; or student or faculty parking facility; or any similar facility or activity that has been historically managed, and was accounted for in institutional financial statements prepared for fiscal year 1991-92, as a self- supporting facility or activity, including any additions to and any extensions or replacements of any such facility on any campus under the control of the governing board managing such facility. “Auxiliary facility” shall also mean any activity undertaken by the governing board of any state- supported institution of higher education as an eligible lender participant.
Board for Student Organization Funding (BSOF): A body whose primary purpose is to allocate a portion of the ASCSU Student Fee approved by the Board of Governors of the Colorado State University System to student organizations for educational and cultural programming and to
2 Institutional Student Fee Plan and Policy
administer relevant provisions of Article VIII of the ASCSU Constitution. BSOF is governed by the BSOF Bylaws.
Charge for Service: A charge assessed to certain students to cover the costs of delivering specific services to those students. Charges for service are not mandatory for all students. Charges for service are, however, required for students who meet the criteria for which the charge is being assessed. These may include, but are not limited to: application charges, add/drop charges, fines and penalties, late charges, orientation charges, college technology charges and matriculation fees, parking permit charges and citations, and charges for services provided to online students. Charges for service are not Student Fees and do not require legislative spending authority appropriation or student approval.
Contractually-Based Fee: Any Fee that is (a) required to satisfy any existing contractual obligation, or (b) related to bonds or other debt obligations issued or incurred prior to July 30, 1997. (Fees related to bonds issued on or after July 30, 1997 are User Fees.)
Fee(s) or Student Fee(s): Any amount, other than tuition, that is assessed to all individual students as a condition of enrollment in the university. Fees may be used for academic and non- academic purposes, including, but not limited to: funding registered student organizations and student government; construction, remodeling, maintenance and improvement of student centers, recreational facilities, and other projects and improvements for which the University Facility Fee is approved; intercollegiate and intramural athletics; student health services; technology and infrastructure for which the University Technology Fee is approved; mass transit; and Contractually-Based Fees (including bond payments for which Student Fees have been pledged). “Student Fee” excludes tuition, Special Course Fees, User Fees, and Charges for Services. Student Fees may be subject to certain waivers, exceptions or prorations.
Special Course or Program Fee(s): Mandatory fees that a student must pay to enroll in a specific course or program (e.g., lab fees, music program fees, art fees, materials fees, and telecourse fees). Revenue generated from Special Course or Program Fees cannot be used to fund academic facilities construction. Special Course Fees are established in accordance with the Special Course Fee Manual and are not Student Fees.
Student Fee Review Board (SFRB): A body comprised of student members and non-student, ex officio members that exists for purposes of providing efficient, equitable, and consistent review of Student Fees and the services for which Fees are assessed. SFRB makes recommendations to the Board of Governors regarding Fee proposals, new Fee-funded areas, and changes to existing Student Fees. SFRB is governed by the SFRB Bylaws and the ASCSU Constitution. ATFAB, UFFAB and UTFAB-recommended fees must be approved by SFRB. All Student Fee-funded areas make recommendations to SFRB except as otherwise specified in this plan.
University Facility Fee: A Student Fee approved by ASCSU Senate Bill 3540 (2005) to be used for capital improvements at CSU.
University Facility Fee Advisory Board (UFFAB): A body comprised of student members and non-student, ex officio members, that provides guidance concerning the University Facility Fee
3 Institutional Student Fee Plan and Policy to the Vice President of University Operations (VPUO) and/or VPUO designees regarding project proposals for allocations of the University Facility Fee, and to ensure that all allocations of the University Facility Fee will be used to provide new facilities and/or to improve current facilities that directly benefit the students of Colorado State University. UFFAB is governed by the UFFAB Bylaws, subject to approval of SFRB.
University Technology Fee: A Student Fee approved by ASCSU and the Board of Governors in 2003, to be used to enhance online student services, replace computers, and to build and maintain the physical improvements needed for computer infrastructure.
University Technology Fee Advisory Board (UTFAB): A body comprised of student members and non-student ex officio members that provides guidance and advice in the implementation and application of technology at Colorado State University; reviews all allocation requests of the University Technology Fee; and ensures that all allocations of the University Technology Fee will be used to provide technology that has the potential to benefit as many Colorado State University students as possible. UTFAB is governed by the UTFAB Bylaws, subject to approval of SFRB.
User Fee(s): A fee collected for purposes of paying any bonds or other debt obligations issued or incurred on or after July 1, 1997, on behalf of an auxiliary facility, from persons using the auxiliary facility, that includes the amount necessary for repayment of the bonds or other debt obligations and any amount necessary for the operation and maintenance of the auxiliary facility. User Fees do not require legislative spending authority appropriation and do not require student approval. Examples of User Fees include (but are not limited to) debt service associated with residence halls, parking facilities, and Fees paid by non-campus users for use of university facilities.
2. Types and Purposes of Student Fees Collected by the Institution:
The institution collects Student Fees, User Fees, Special Course and Program Fees, and Charges for Services, as defined above. Student Fees are used for academic and non-academic purposes, including, but not limited to: funding registered student organizations and student government; construction, remodeling, maintenance and improvement of student centers, recreational facilities, and other projects and improvements for which the Fee is approved; intercollegiate and intramural athletics; student health services; technology for which the University Technology Fee is approved; mass transit; and Contractually-Based Fees (including bond payments for which Fees have been pledged). The allocation of Student Fees to the funding of registered student organizations or any other student speech shall be made in a viewpoint-neutral manner in accordance with applicable law and policy.
3. Procedures for Establishing, Reviewing, Changing and Discontinuing Student Fees:
(a) The Student Fees to be assessed are approved annually by the Board of Governors of the Colorado State University System. The President of the University annually recommends to the Board of Governors the specific Fees and the allocation of Fee revenues, which may be approved, rejected or modified at the Board’s discretion. In addition, without restricting the
4 Institutional Student Fee Plan and Policy President’s discretion, the Bylaws of the Student Fee Review Board (SFRB) set forth the meaningful processes by which student input on Student Fees is provided to the University administration before the President makes a recommendation to the Board of Governors. The budget assumptions on which to base the requests are set by the Operations Committee of the CSU President’s Executive Leadership Team, consistent with the institution’s annual budget process.
(b) Except for Contractually-Based Fees and/or to provide for mandatory cost increases, all new Student Fees, and all increases in existing Student Fees, shall be subject to the Bylaws of the SFRB. Mandatory costs comprise salaries and benefits, debt service, utilities and general and administrative Fees assigned by the University. All requests for new Student Fees, other than Contractually-Based Fees, shall be initiated through the established SFRB process. This process shall require the SFRB to make recommendations regarding Student Fees in accordance with the SFRB Bylaws and ASCSU Constitution.
(c) Each academic year, an SFRB member will be assigned as a liaison to one or more programs or activities funded by existing Student Fees. The SFRB liaison will work with the Director of the program or activity throughout the academic year to learn about the program and its budget and to review any proposed change or increase to the Fees supporting that program. The Director of the Fee-funded area and the assigned liaison will present the budget and all relevant information for the next fiscal year. The SFRB liaison for a Fee area may advise the SFRB, but shall not cast a vote on Fees for that area. University leadership may also present information to the SFRB regarding institutional priorities and goals. The SFRB shall review and consider all information presented, including student input/feedback received by each SFRB member, following the specific processes and procedures detailed in the Bylaws of the SFRB. All recommendations for new Fee-funded areas shall be submitted to the SFRB in the form of a proposal as detailed in the SFRB Bylaws. The proposal shall demonstrate that the Fee request is student-sponsored, that sufficient student need for the Fee exists, and that the Fee will be allocated in partnership with a specific University department. Final approval of a new Student Fee rests with the Board of Governors.
(d) After the SFRB has reviewed the information presented by the liaisons, Directors, and University leadership, and evaluated any requests for new Fees, Fee increases or decreases, and Fee extensions, the SFRB forms recommendations and presents them to the ASCSU Senate for a vote of confidence. The Operations Committee of the President’s Executive Leadership Team reviews the recommendations and forwards them to the President, who then forwards them to the Board of Governors for final action, along with any additional or different institutional recommendations. The CSU student representative to the Board of Governors attends the meeting at which the Board reviews and approves the Student Fees.
(e) The Board of Governors annually reviews and approves Student Fees. Its review and approval process includes any new Student Fees and increases in existing Fees. Notwithstanding any other provision in the Institutional Fee Plan, or any other governing procedure, rule, bylaw, or policy, the Board of Governors shall provide to students at least thirty (30) days’ advance notice of a new Fee assessment or Fee increase, which notice, at a minimum, specifies: (i) The amount of the new Fee or of the Fee increase;
5 Institutional Student Fee Plan and Policy (ii) The reason for the new Fee or Fee increase; (iii) The purpose for which the institution will use the revenues received from the new Fee or Fee increase; and (iv) Whether the new Fee or Fee increase is temporary or permanent and, if temporary, the expected date on which the new Fee or Fee increase will be discontinued.
A decision by the Board of Governors with regard to a Fee shall be final and incontestable either on the thirtieth day after final action by the Board of Governors or on the date on which any evidence of indebtedness or other obligation payable from the Fee revenues is issued or incurred by the Board, whichever is earlier.
4. Procedures by which students may contest the imposition or amount of a Fee and a process for resolving disputes regarding Fees:
The process described above includes direct, meaningful student input on all Fees. If a student wishes to lodge a complaint about a specific Student Fee (other than a Contractually-Based Fee), the student submits a complaint or request for a Fee waiver to the Vice President for Student Affairs, who may hear the appeal or appoint an appeal officer to hear the appeal and resolve the issues. The decision of the VPSA or appeal officer is final.
5. Plan for addressing reserve fund balances:
Fee-funded areas should maintain a fund balance between 10 and 20 percent of annual revenues, dependent upon contractual and other financial obligations. Auxiliary Fee-funded areas should maintain a similar fund balance along with separate reserves in support of the anticipated capital expenditures and facility master plan.
6 Institutional Student Fee Plan and Policy 07/12/2021
COLORADO STATE UNIVERSITY-PUEBLO Institutional Plan for Student Fees and Charges
1. INTRODUCTION AND DEFINITIONS
The purpose of this Institutional Plan is to provide information on how student fees are proposed, reviewed, approved, and implemented at Colorado State University- Pueblo in an open and transparent manner and in accordance with CCHE Policy VI-C.
A. Definitions of Key Terms:
Fees: Any amount, other than tuition, that is assessed to all individual students (where fees apply) as a condition of enrollment in the University. Fees are identified as permanent student purpose and do not include items defined as Charges for Service or User Charges. Fees may be used for academic and non- academic purposes, including but not limited to:
• Funding registered student organizations and student government • Construction, remodeling, maintenance, and improvement of student centers, recreational facilities, and other projects and improvements for which a facility fee is approved • Athletics • Student Health Services • Student Recreation Center • Student Center • Child Care Center • Technology • Mass transit • Parking • Bond payments for which fees have been pledged
Fees do not include Charges for Service, User Charges, and Program or Course fees as defined below.
Charges for Service: These are the assessments to cover the costs of delivering specific services which are incidental to instructional activities, including but not limited to:
• Application charges • Add/drop charges • Fines and penalties • Transcript charges • Late charges
Page 1 • Testing charges • Student identification card charges • Health center charges and health insurance charges
Charges for Service do not include admissions to events or other such ancillary activities and are not fees as described above.
User Charges: These are assessments against students for the use of an auxiliary facility or service. A User Charge is assessed to only those students using the auxiliary facility or receiving the service. User Charges may include student housing, meal plans, and parking registration charges and are not fees as described above.
Course Specific Fees: These are non-campus-wide fees that a student may be assessed to enroll in specific courses (e.g., lab, music, art, and materials fees). Revenue from each Course Specific Fee is restricted for costs directly related to the associated course for which the fee is charged and each section of the associated course must be assessed the same Course Specific Fee.
Program Instructional Fees: These are non-campus-wide fees related to an instructional program, or courses within a program, and may include department-specific fees or program-specific fees, including program or department specific technology fees. Program fee revenue enhances the overall program and can be used for costs related to the program as long as it exists. (Course and Program Fees are established in accordance with the Course & Program Fee Manual currently in development and are not Student Fees.)
Student Fee Governing Board: The Student Fee Governing Board (SFGB) is the body at Colorado State University-Pueblo responsible for recommending Permanent Student Purpose Fees, including the activities portion of the Student Affairs Fee. The SFGB shall also review requests for new, elimination of, or changes in existing campus-wide Permanent Student Purpose Fees. The Chair of the SFGB is appointed by the Vice President of Enrollment Management, Communication, and Student Affairs and is a non-voting member. The Associated Students' Government (ASG) President shall appoint ten students to serve on the Board. One faculty/staff member shall be appointed by each of the following: the Provost, the Vice President for Finance and Administration, and the Vice President of Enrollment Management, Communications, and Student Affairs, for a total of three additional members. The ten (10) student representatives and three (3) appointed representatives are voting members. The SFGB Chair, working with the SFGB, will maintain all records regarding allocations including but not limited to applications, justifications, and SFGB minutes for six years after the date of its recommendation.
2. FEE CATEGORIES
Page 2 Every fee is classified as to whether its scope is Campus-wide or Non-campus- wide.
Campus-wide Fees: These are fees assessed to all students at the University as a condition of enrollment, including but not limited to the mandatory fees identified as Permanent Student Purpose Fees. Non-campus-wide Fees: These are mandatory assessments to students which are not automatically imposed upon all students as a condition of enrollment, but are automatically assessed to students from a particular classification. These include but are not limited to course-specific fees and program-specific fees.
3. PURPOSE OF FEES
Fee Purpose: Fees at Colorado State University-Pueblo are identified as 1) Permanent Student Purpose Fee, 2) Academic Facilities Fee, 3) Academic Purpose Fee, or 4) Administrative Purpose Fee. If a particular fee serves several purposes it shall be categorized within the most dominant purpose. Fee purposes are defined as:
• Permanent Student Purpose Fees: Campus-wide fees assessed to all students which are allocated to specific student programs including student centers, recreation facilities, parking lots, athletics, recreation and outdoor programs, child care centers, campus health clinics, contract health services, student government, general student activities which are allocated by student government for a specific purpose, and similar facilities and services. This category includes fees pledged to repay bonded indebtedness for student, auxiliary, and athletic facilities. The proposal and approval process for Permanent Student Purpose Fees is specified in item number 4.
• Academic Facility Purpose Fees: Campus-wide fees assessed to students and associated with the construction, acquisition, or remodel of academic facilities, which may include buildings and site improvements or specific space within a multi-use building, including utilities and transportation infrastructure. The determination of whether it is an academic facility or space is determined based on the function/purpose of the building or space. Academic facilities are those facilities that are core to the role and mission of the University and may include but not be limited to space dedicated to instruction and research. If it is a multi- purpose building, the space determination is based on the primary use of the space during the regular academic year.
• Academic Purpose Fees: Campus-wide or non-campus-wide fees associated with instruction, technology, and/or academic courses, including program and course fees.
• Administrative Purpose Fees: Campus-wide or non-campus-wide fees assessed
Page 3 to provide administrative and support services.
Charges for services and user charges are not fees.
4. PROPOSAL AND APPROVAL PROCESS
The proposal, review, and approval of fees involve students in a significant way. Fee proposals or changes shall occur as agenda items at regularly scheduled meetings of the Board of Governors. In all cases, when fees are reviewed, the review must conclude with a recommendation for or against the proposed fee.
Permanent Student Purpose Fee: The implementation of a new, elimination of an existing, or change of an existing fee, must be:
• Initiated by the proposing unit; • Referred to the Chair of the SFGB as a proposal for their review and possible referral to the ASG Senate; • If proposed by the SFGB to the ASG Senate in the form of a recommendation for review, then referred to the University President; • Recommended by the President to the Board of Governors for their consideration; and • Acted upon by the Board of Governors.
Academic Facilities Purpose Fees: A proposal for an Academic Facilities Purpose Fee is subject to the following:
• All other financing options have been exhausted before the fee request is presented to the SFGB. The SFGB, at its discretion, initiates a recommendation to the ASG Senate; • The SFGB will hold at least three information sessions to present the issue to the student body; • The institution and student government representatives will present all relevant information in a fair and balanced manner; • If the above conditions are met, an Academic Facilities Purpose Fee will be approved using the same process identified for campus-wide Permanent Student Purpose Fees.
Academic Purpose Fees: A new Academic Purpose Fee is:
• Initiated by the proposing unit in coordination with the appropriate Dean and reviewed by the curriculum committee of the college/school/center; • Reviewed by the Provost, the appropriate Dean, the two Academic Senators from the proposing unit's school or college, and the Vice President for Finance and Administration; • Referred to the University President for possible discussion with the SFGB Page 4 and/or the ASG Senate; and • If approved by the President, submitted to the Board of Governors for consideration.
Administrative Purpose Fees:
There are no Administrative Purpose Fees in place at CSU-Pueblo. If an Administrative Purpose Fee is proposed, it will be approved using the same process identified for Academic Purpose Fees. Other Fees, Charges for Service, and User Charges:
Any new fee, Charge for Service, or User Charge not previously covered must be 1) initiated by the proposing unit in coordination with the appropriate Dean or Director and consultation with ASG representatives; 2) reviewed by the Provost, the Vice President for Finance and Administration, and the Vice President for Enrollment Management, Communication, and Student Affairs for possible referral to the University President; and 3) approved by the University President, which would then be submitted, if required, to the Board of Governors for consideration.
Proposals Referred to the ASG Senate:
A fee proposal referred to the ASG Senate as a recommendation must 1) be presented at an ASG Senate meeting, 2) clearly indicate the amount of the fee, the purpose of the fee, and indicate if the fee can be used as pledged revenue for financing activities, and 3) be phrased in such a manner that an affirmative vote is for the fee proposal and a negative vote is against the fee proposal.
A recommendation that receives a majority of favorable votes from among those voting on the proposal shall be deemed as approved by the ASG Senate and sent to the President for consideration. No resolution for a fee increase that is defeated by a vote of the ASG Senate may be resubmitted to the ASG Senate for a vote until the next academic semester (summer excluded).
Normally, the President will only recommend a fee that requires action by the ASG to the Board of Governors if the fee was approved by the ASG Senate. Exceptions are 1) a recommendation is deemed necessary as a condition of a bonded indebtedness agreement, or 2) a recommendation is deemed critical to the institution's mission.
5. ADMINISTRATION OF FEES AND CHARGES
Budget Process for Fees and Charges:
Each fiscal year, the Budget Office will be responsible for overseeing a list of fees and charges that are currently in use and proposed for the next fiscal year. Fees should be proposed within the deadlines established by the Provost, the Vice President for Finance and Administration, and the Vice President of Enrollment
Page 5 Management, Communication, and Student Affairs. Each year, the Budget Office will develop a calendar of deadlines that includes deadlines for fees. Campus units will make recommendations as to whether the fees or charges in each of their respective areas should be continued, increased, decreased, or eliminated. Cabinet will review fee proposals prior to submitting to the Board of Governors for final approval.
Publication of Fees:
The posting of the approved fee schedule on the CSU-Pueblo website constitutes notice regarding the fees. Assessment of Fees:
Fees are assessed and collected through normal accounting procedures. No fees shall be paid directly to academic or non-academic departments or individuals unless specifically authorized. Fees may be prorated for part-time students only if stated in the proposal for the fee.
Itemization of Fees on Billing Statement:
Fees are separately identified on the University's student billing statement. Assessing General and Administrative Costs: Each fee shall be accounted for in the appropriate account for the type of activity associated with the fee. Fees associated with Enterprises or maintained in a separate fund shall be assessed the University's standard General and Administrative (indirect cost) assessment.
Fees Related to Bond Issues or Specific University Sponsored Programs:
Fees related to bond issues or specific University sponsored programs that are administered by University officials, will be allocated by the Vice President for Finance and Administration with the approval of the President prior to distribution of the Permanent Student Purpose Fee by the Student Fee Governing Board. Each of the specific University-sponsored programs is to have an advisory group consisting of a student majority, all of whom shall be approved by the ASG, and shall include an ASG member and faculty/staff representative(s). The advisory group will be responsible for budget review and recommendations to the Vice President for Finance and Administration. If an advisory group is not functional due to unavailability of students, the Director of the specific University-sponsored programs will submit the budget to the Vice President for Finance and Administration.
Viewpoint Neutral Criteria Related to Non-University-sponsored Programs and University Chartered Clubs and Organizations:
Non-University-sponsored programs and University chartered clubs and organizations must submit allocation requests to the SFGB for review. All decisions made by the SFGB are subject to approval by the Vice President for Finance and Page 6 Administration and the President.
The following viewpoint neutral criteria are to be used to determine the funding of the various programs/organizations:
• The program/organization provides a service or adds value to the University student community in relationship to the program's/organization's purpose; • The program/organization has fixed expenses, such as staff, office expenses, equipment, etc.; • The program/organization adheres to a planned budget and is accountable for its expenses and also demonstrates familiarity with applicable laws, including but not limited to those laws that apply to expenditures and use of state money; • The program/organization presents a budget with adequate justification for the upcoming fiscal year;
Any further allocations of funds must also meet viewpoint neutral criteria.
6. COMPLAINT RESOLUTION PROCEDURE
Any student who wishes to request a financial statement of a specific student fee account in which income and expenses are detailed must make such a written request to the Vice President for Finance and Administration.
Appealing Recommendations made by the SFGB and/or the ASG Senate:
Any affected individual or program/organization may appeal the allocation decision of the SFGB and/or ASG Senate to the Vice President for Finance and Administration. Any appeal of an allocation decision must be made in writing within five working days from the date of the letter notifying the individual/program/organization of the SFGB recommendation. Within five working days of receipt of the appeal, the Vice President for Finance and Administration, in consultation with a representative of the ASG, the Provost, and the Vice President of Enrollment Management, Communication, and Student Affairs, will issue a written decision regarding the appeal. The Vice President for Finance and Administration has the authority to void the decision made by the SFGB and/or ASG Senate and may remand it back to the appropriate body for reconsideration.
Appealing Individual Charges on a Student Account:
Any student who is seeking a fee or charge waiver or has a complaint that fees or charges have been assessed against her/him inappropriately may file a written request for review with the University Controller. Such requests will be addressed through a Review Board comprised of the University Controller and two students appointed by the ASG. The recommendation of this Board will be forwarded to the Vice President for Finance and Administration, who will make the final decision on any complaint or appeal.
Page 7 7. SPECIAL CONSIDERATIONS FOR REFUNDS IN TIMES OF EMERGENCY
In times of emergency, certain students (e.g., those in reserve military units, individuals with specialized skills, or firefighters) are called to provide services to the country.
Normal refund, grading, and withdrawal policies may not be applicable in such situations, and CSU-Pueblo procedures comply with CCHE Section VI, Part C, 2.03.
Page 8 CSU System Treasury CSU SYSTEM TREASURY PERFORMANCE CSU System Treasury Update • Operating Portfolio Performance less State Treasurer Pool (daily liquidity) Market value as of June 30: $479,342,989; 17.69% return for fiscal year 2021; 4.69% for last qtr.
• The State Treasurer Pool distributed a “net credited rate” of 1.03% for fiscal year 2021.
• The portfolio has grown by over $97 M in gains since inception, July 2018.
• The separately managed fixed income account, PGIM, was funded on July 1st.
• Investment Advisory Committee Met on July 28th Reviewing a change in asset allocation for Tier III to 70/30, Equities/Fixed Income The Board of Governors of the Colorado State University System Meeting Date: August 6, 2021 ______Action Item Approved
MATTER FOR ACTION:
The Board of Governors of the Colorado State University System (the “Board”) approval of the revised Asset Allocation of the Operating Portfolio Investment Policy Statement (“Policy”).
RECOMMENDED ACTION:
MOVED, that the Board of Governors of the Colorado State University System hereby approves the attached revised Asset Allocation of the Operating Portfolio Investment Policy Statement.
FURTHER MOVED, that the Chief Financial Officer of the System and the Treasurer of the System are hereby authorized to execute investment transactions within the parameters set forth in the Policy.
EXPLANATION PRESENTED BY: Margaret Henry, Treasurer, Colorado State University System.
On May 2, 2018, the Board approved the Colorado State University System Operating Portfolio Investment Policy Statement. The CSU System and the Investment Advisory Committee recommend revising the Policy’s asset allocation for Tier III investments.
The Policy states that the risk tolerance of the Portfolio is low, which requires a conservative investment policy. The investment structure is divided into three tiers to provide for income maximization while meeting the daily liquidity requirements of the System. Tiers I and II are to be invested in a conservative manner, with a focus on capital preservation. A higher risk policy is appropriate for Tier III and carries greater expectations for return and risk. Tier III has a longer time horizon and may be invested in a diversified manner in asset classes with various levels of risk. The Tier III investment management structure emphasizes simplicity and cost control and employs an appropriate number of managers necessary to assure diversification within each asset class. The strategic asset allocation for Tier III is 36% U.S. Equities, 24% Non-U.S. Equities, and 40% Fixed Income.
The Investment Advisory Committee reviews the asset allocation of the portfolio annually. In their April 2021 meeting, they recommended changing the Tier III asset allocation to 42% U.S. Equities, 28% Non-U.S. Equities, and 30% Fixed Income.
Approval of the Revised Operating Portfolio Investment Policy The Board of Governors of the Colorado State University System Meeting Date: August 6, 2021 Action Item
The asset allocation proposed change from a 60/40 equity/fixed income mix to a 70/30 mix increases the risk tolerance slightly, while also increasing the forward-looking projected return. The Investment Advisory Committee justifies the increased risk tolerance by having three years of experience now investing the System’s operating funds and maintaining a conservative amount in Tier I and II.
______Approved Denied Nathaniel Easley Jr., Board Secretary
______Date
Approval of the Amendment to the Operating Portfolio Investment Policy Statement
Twenty Second Supplemental Resolution
• Authorizes the refunding of $175,000,000 of various maturities from different Bond Series. • Does not extend the maturity date, up to $9.7 M in cash flow savings over 20 years • Current average interest rate of refunded bonds ~4%, modeled refunding at 2.3% • Resolution also authorizes up to $45 M of new money tax-exempt long-term bonds to fund the Ft. Collins Geo Exchange project and the Lory Student Center Phase III project. These projects have been approved and are currently funded with commercial paper proceeds.
ENTER PRESENTATION TITLE ON MASTER SLIDE IN ALL CAPS 1
BOARD OF GOVERNORS OF THE COLORADO STATE UNIVERSITY SYSTEM
TWENTY SECOND SUPPLEMENTAL RESOLUTION
Authorizing the issuance of one or more series of:
Board of Governors of the Colorado State University System System Enterprise Revenue and Revenue Refunding Bonds Series 2021C
4816-1739-6212.2
ARTICLE I DEFINITIONS
Section 1.01. Definitions...... 1 Section 1.02. Construction ...... 4 Section 1.03. Successors ...... 4 Section 1.04. Parties Interested Herein ...... 5 Section 1.05. Ratification ...... 5 Section 1.06. Resolution Irrepealable ...... 5 Section 1.07. Repealer ...... 5 Section 1.08. Severability ...... 5 Section 1.09. Effective Date ...... 5
ARTICLE II AUTHORIZATION OF REFUNDING PROJECT, 2021 IMPROVEMENT PROJECT AND CERTAIN RELATED DOCUMENTS
Section 2.01. Authority for Resolution ...... 5 Section 2.02. Necessity of the Refunding Project, the 2021 Improvement Project and Series 2021C Bonds ...... 6 Section 2.03. Authorization of the Refunding Project and 2021 Improvement Project ...... 6 Section 2.04. Provision for Sale of Series 2021C Bonds and Execution of Purchase Contract ...... 6 Section 2.05. Execution of Paying Agency Agreement and Escrow Agreement ...... 6 Section 2.06. Approval and Use of Preliminary Official Statement and Official Statement; Rule 15c2-12; Continuing Disclosure Undertaking...... 6 Section 2.07. Bond Insurance ...... 7 Section 2.08. Execution of Documents ...... 7
ARTICLE III AUTHORIZATION AND TERMS OF SERIES 2021C BONDS
Section 3.01. Authorization of Series 2021C Bonds ...... 8 Section 3.02. Purposes ...... 8 Section 3.03. Terms of Series 2021C Bonds, Generally...... 8 Section 3.04. Payment of Bond Requirements ...... 10 Section 3.05. Bond Form ...... 11 Section 3.06. State Tax Exemption ...... 11
ARTICLE IV REDEMPTION OF SERIES 2021C BONDS
Section 4.01. Optional Redemption or Make Whole Redemption ...... 11 Section 4.02. Mandatory Sinking Fund ...... 11 Section 4.03. Selection of Series 2021C Bonds for Redemption ...... 11 Section 4.04. Redemption Procedures ...... 11
4816-1739-6212.2 Table of Contents (continued) Page
Section 4.05. Notice of Redemption ...... 12 Section 4.06. Tender and Purchase ...... 12
ARTICLE V ISSUANCE OF SERIES 2021C BONDS AND USE OF SERIES 2021C BOND PROCEEDS
Section 5.01. Series 2021C Bond Preparation, Execution and Delivery ...... 12 Section 5.02. Disposition of Series 2021C Bond Proceeds ...... 12 Section 5.03. Application of 2021 Improvement Project Fund ...... 13 Section 5.04. Completion of 2021 Improvement Project ...... 13 Section 5.05. Purchaser Not Responsible ...... 14
ARTICLE VI ESTABLISHMENT OF CERTAIN ACCOUNTS
Section 6.01. Establishment of Certain Accounts ...... 14
ARTICLE VII FEDERAL TAX LAW MATTERS
Section 7.01. Determination of Tax Exempt or Taxable Obligations...... 14 Section 7.02. Prohibited Actions ...... 15 Section 7.03. Affirmative Actions ...... 15 Section 7.04. Tax Certificate ...... 15
ARTICLE VIII MISCELLANEOUS
Section 8.01. Applicability of Master Resolution ...... 15 Section 8.02. Severability and Invalid Provisions ...... 15 Section 8.03. Table of Contents and Section Headings Not Controlling...... 16
EXHIBIT A FORM OF SERIES 2021C BONDS [TO BE MODIFIED FOR EACH SERIES]
ii 4816-1739-6212.2
TWENTY SECOND SUPPLEMENTAL RESOLUTION
W I T N E S S E T H :
WHEREAS, the Board of Governors of the Colorado State University System (the “Board”) has adopted a Master System Enterprise Bond Resolution on June 20, 2007, as previously supplemented (the “Master Resolution”); and
WHEREAS, this Twenty Second Supplemental Resolution is proposed for adoption pursuant to and in accordance with the Master Resolution; and
WHEREAS, the Board has determined to authorize hereby the issuance of Bonds, in one or more series or subseries, to be designated “The Board of Governors of the Colorado State University System, System Enterprise Revenue and Revenue Refunding Bonds, Series 2021C” (referred to herein as the “Refunding Bonds,” the “2021 Improvement Bonds” or the “Series 2021C Bonds”) for the purposes of (a) defraying the cost of financing the Refunding Project, as further described herein; (b) defraying the cost of financing the 2021 Improvement Project, as further described herein; and (c) paying certain costs relating to the issuance thereof, in accordance with and as provided by the Master Resolution and this Twenty Second Supplemental Resolution;
NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF GOVERNORS OF THE COLORADO STATE UNIVERSITY SYSTEM:
ARTICLE I
DEFINITIONS
Section 1.01. Definitions. Except as provided below in this Section, all terms which are defined in Section 1.01 of the Master Resolution shall have the same meanings, respectively, in this Twenty Second Supplemental Resolution as such terms are given in the Master Resolution. In addition, the following terms shall have the following respective meanings:
“Authorized Denomination” shall have the meaning set forth in the Pricing Certificate.
“Board Representative” means the Chief Financial Officer of the System and any other officer of the System subsequently designated by the Board or the Chief Financial Officer to be the Board Representative with respect to all matters affecting the Bonds.
“Bond Insurance Policy” means the municipal bond new issue insurance policy issued by the Bond Insurer, if any, that guarantees payment of principal of and interest on all or a portion of the Series 2021C Bonds.
“Bond Insurer” means such municipal bond insurance company, if any, as shall be selected to provide credit enhancement with respect to all or any portion of the Series 2021C Bonds, as designated in the Pricing Certificate.
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“Continuing Disclosure Undertaking” means the Continuing Disclosure Undertaking of the Board with respect to the Series 2021C Bonds authorized in Section 2.06 hereof; provided, however, that the Continuing Disclosure Undertaking may refer to multiple undertakings in the event the Series 2021C Bonds are issued in more than one series.
“Escrow Account” means the escrow account established by the Escrow Agreement.
“Escrow Agent” means Wells Fargo Bank, National Association, Denver, Colorado, and its successors and assigns.
“Escrow Agreement” means that certain Escrow Deposit Agreement, dated as of the dated date of the Refunding Bonds, by and between the Escrow Agent and the Board; provided, however, that the Escrow Agreement may refer to multiple Escrow Agreements in the event the Refunding Bonds are issued in more than one series.
“Expense Account” means the account created in Section 5.02(b) hereof for each series of the Refunded Bonds.
“Financial Consultant” means, with respect to the Series 2021C Bonds, North Slope Capital Advisors, Denver, Colorado, in its capacity as municipal advisor, and any successor thereto.
“Interest Payment Date” means (a) each March 1 and September 1, commencing on the date or dates set forth in the Pricing Certificate with respect to the Series 2021C Bonds; (b) any other date or dates that interest is due and payable with respect to the Series 2021C Bonds as set forth in the Pricing Certificate with respect to the Series 2021C Bonds; and (c) the final maturity date of or any redemption date of each Series 2021C Bond.
“Issue Date” means the date or dates (in the event the Series 2021C Bonds are issued in more than one series) on which the Series 2021C Bonds are first delivered to the initial purchasers thereof against payment therefor.
“Master Resolution” means the Master Resolution adopted by the Board on June 20, 2007, as previously amended and supplemented and as may be further amended and supplemented from time to time.
“Official Statement” means any final Official Statement relating to the Series 2021C Bonds, including any supplements thereto; provided, however, that the Official Statement may refer to multiple Official Statements in the event the Series 2021C Bonds are issued in more than one series.
“Paying Agency Agreement” means the Paying Agency, Transfer Agency and Bond Registrar Agreement, by and between the Board and the Paying Agent relating to the Series 2021C Bonds; provided, however, that the Paying Agent Agreement may refer to multiple agreements in the event the Series 2021C Bonds are issued in more than one series.
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“Paying Agent” means Zions Bancorporation, National Association (formerly, Zions First National Bank), Denver, Colorado, acting as agent of the Board for the payment of the principal of, premium, if any, and interest on the Series 2021C Bonds, and any successor thereto.
“Preliminary Official Statement” means any Preliminary Official Statement relating to the Series 2021C Bonds, including any supplements thereto; provided, however, that the Preliminary Official Statement may refer to multiple Preliminary Official Statements in the event the Series 2021C Bonds are issued in more than one series.
“Pricing Certificate” means a certificate executed by the Board Representative and evidencing the determinations made pursuant to Section 3.03(b) of this Twenty Second Supplemental Resolution; provided, however, that the Pricing Certificate may refer to multiple certificates, in the event the Series 2021C Bonds are issued in more than one series, and provided further that the provisions of any Pricing Certificate shall be deemed to be incorporated into this Twenty Second Supplemental Resolution.
“Purchase Contract” means any purchase contract or bond purchase agreement relating to the Series 2021C Bonds between the Board and the Underwriters; provided, however, that the Purchase Contract may refer to multiple contracts or agreements in the event the Series 2021C Bonds are issued in more than one series.
“Refunded Bonds” means those obligations of the Board to be refunded, paid and discharged with a portion of the proceeds of one or more series of the Refunding Bonds, as designated in the applicable Pricing Certificate and, if applicable, the Escrow Agreement.
“Refunding Bonds,” “2021 Improvement Bonds” or “Series 2021C Bonds” means the Bonds issued in one or more series or subseries hereunder and designated as “The Board of Governors of the Colorado State University System, System Enterprise Revenue and Revenue Refunding Bonds, Series 2021C,” and as more particularly designated in the Pricing Certificate.
“Refunding Project” means the refunding, payment and discharge of the Refunded Bonds.
“Registrar” means the Paying Agent acting as agent of the Board for the registration of the Series 2021C Bonds, and any successor thereto.
“Regular Record Date” means the close of business on the fifteenth day (whether or not a Business Day) of the calendar month next preceding each regularly scheduled Interest Payment Date for the Series 2021C Bonds.
“Resolution” means the Master Resolution as supplemented by this Twenty Second Supplemental Resolution.
“State” means the State of Colorado.
“State Intercept Act” means Section 23-5-139, Colorado Revised Statutes, as amended.
“State Intercept Program” means the Higher Education Revenue Bond Intercept Program, established pursuant to the State Intercept Act.
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“Taxable Obligation” means any Series 2021C Bonds the interest on which is not excludable from gross income of the holder thereof for federal income tax purposes, which, with respect to the Series 2021C Bonds, shall be determined by the Board Representative, in accordance with the Article VII hereof titled “FEDERAL TAX LAW MATTERS” and set forth in the Pricing Certificate.
“Tax Certificate” means the Tax Certificate relating to the Series 2021C Bonds, executed by the Board on the date of issuance of the Series 2021C Bonds; provided, however, that the Tax Certificate may refer to multiple tax compliance certificates executed in connection with the Series 2021C Bonds.
“Tax Exempt Obligation” means any Series 2021C Bonds the interest on which is excludable from gross income of the holder thereof for federal income tax purposes, which, with respect to the Series 2021C Bonds, shall be determined by the Board Representative, in accordance with Article VII hereof title “FEDERAL TAX LAW MATTERS” and set forth in the Pricing Certificate.
“Twenty Second Supplemental Resolution” means this Twenty Second Supplemental Resolution adopted by the Board on August __, 2021.
“Underwriters” means, in the determination of the Board, any combination of investment banking firms, financial institutions or commercial banks selected by the Board, acting as underwriters, direct purchasers or lenders in connection with the sale of the Series 2021C Bonds.
“2021 Improvement Project” means the financing of certain Improvement Projects, as determined by the Board, including but not limited to, construction, renovation or equipping of (a) the Lory Student Center Phase 3 Revitalization and Adult Learner and Veteran Services Addition (b) any other improvements to any of the campuses for which the Board has spending authority; and (c) such other capital projects as may be designated and approved by the Board.
“2021 Improvement Project Fund” means the fund created in Section 5.02(b) hereof, including any accounts and subaccounts therein.
Section 1.02. Construction. This Twenty Second Supplemental Resolution shall be construed as follows:
(a) The captions herein are for convenience only and in no way define, limit or describe the scope or intent of any provisions hereof.
(b) Any Series 2021C Bond held by the Board shall not be deemed to be Outstanding for the purpose of redemption, for the purpose of consents hereunder or for any other purpose.
Section 1.03. Successors. All of the covenants, stipulations, obligations and agreements by or on behalf of and any other provisions for the benefit of the System or the Board set forth in the Resolution shall bind and inure to the benefit of any successors thereof and shall bind and inure to the benefit of any officer, board, district, commission, authority, agent, enterprise or instrumentality to whom or to which there shall be transferred by or in accordance with law any
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right, power or duty of the System or the Board or of their respective successors, if any, the possession of which is necessary or appropriate in order to comply with any such covenants, stipulations, obligations, agreements, or other provisions hereof.
Section 1.04. Parties Interested Herein. Except as otherwise expressly provided in the Resolution, nothing expressed or implied in the Resolution is intended or shall be construed to confer upon or to give to any Person, other than the System, the Board, the Paying Agent, the Bond Insurer, if any, and the owners from time to time of the Series 2021C Bonds, any right, remedy or claim under or by reason hereof or any covenant, condition or stipulation hereof. All the covenants, stipulations, promises and agreements set forth herein by and on behalf of the System shall be for the sole and exclusive benefit of the System, the Board, the Paying Agent, the Bond Insurer, if any, and the owners from time to time of the Series 2021C Bonds.
Section 1.05. Ratification. All action heretofore taken (not inconsistent with the provisions of the Resolution) by the officers of the Board, the officers of the System, the Financial Consultant, and otherwise by the Board directed toward the Refunding Project, the 2021 Improvement Project and the issuance, sale and delivery of the Series 2021C Bonds for such purposes, be, and the same hereby is, ratified, approved and confirmed, including, without limitation, the sale of the Series 2021C Bonds as provided in the Purchase Contract and the preparation and distribution of the Preliminary Official Statement and final Official Statement in connection therewith.
Section 1.06. Resolution Irrepealable. After any Series 2021C Bonds are issued, the Resolution shall constitute an irrevocable contract between the Board and owners of the Series 2021C Bonds; and the Resolution shall be and remain irrepealable until the Series 2021C Bonds and the interest thereon shall be fully paid, as herein provided.
Section 1.07. Repealer. All bylaws, orders and resolutions, or parts thereof, inconsistent herewith are hereby repealed to the extent only of such inconsistency. This repealer shall not be construed to revive any bylaw, order, resolution or part thereof, heretofore repealed.
Section 1.08. Severability. If any provision of the Resolution shall be held invalid or unenforceable, such holding shall not affect any other provisions hereof.
Section 1.09. Effective Date. This Twenty Second Supplemental Resolution shall become effective immediately upon its passage. Pursuant to the Supplemental Public Securities Act, the Board by subsequent action may renew this Twenty Second Supplemental Resolution on an annual basis by amending and/or extending the effective date.
ARTICLE II
AUTHORIZATION OF REFUNDING PROJECT, 2021 IMPROVEMENT PROJECT AND CERTAIN RELATED DOCUMENTS
Section 2.01. Authority for Resolution. The Resolution is adopted by virtue of the plenary powers of the Board as a constitutionally established body corporate under Article VIII, Section 5 of the Constitution of the State and under the particular authority of the Auxiliary Facilities Enterprise Act, the Institutional Enterprise Statute, the Refunding Act, the Research
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Building Fund Act, the State Intercept Act (if applicable) and the Supplemental Public Securities Act. The Board has ascertained and hereby determines that each matter and thing as to which provision is made herein is necessary in order to carry out and effectuate the purposes of the Board in accordance with such powers and authority.
Section 2.02. Necessity of the Refunding Project, the 2021 Improvement Project and Series 2021C Bonds. It is necessary and in the best interests of the Board and the System that the Board undertake the Refunding Project and the 2021 Improvement Project as herein authorized and obtain funds therefor by issuing the Series 2021C Bonds; and the Board hereby so determines and declares.
Section 2.03. Authorization of the Refunding Project and 2021 Improvement Project. The Board hereby determines to undertake the Refunding Project and the 2021 Improvement Project pursuant to the Auxiliary Facilities Enterprise Act, the Institutional Enterprise Statute, the Refunding Act, the Research Building Fund Act, the State Intercept Act (if applicable), the Supplemental Public Securities Act, and applicable provisions of the Code, and further determines that all requirements and limitations of such statutes have been met.
In addition, the Board hereby determines that (a) the limitations and requirements imposed by the Master Resolution for the issuance of Bonds have been met and (b) the Refunding Project and 2021 Improvement Project is hereby authorized.
On March 10, 2020, the Governor of the State declared a state of emergency. Due in part to the state of emergency, the Board hereby determines that the Refunding Project is necessary to accomplish various strategic objectives, including budgetary relief and the reduction of certain future financial risks. Further, the Board hereby determines that the Refunding Project will accomplish other economies advantageous to the Board and the System.
Section 2.04. Provision for Sale of Series 2021C Bonds and Execution of Purchase Contract. The Board Representative and the officers of the Board, or any of them, are hereby authorized, for and on behalf of the Board, to accept and execute the Purchase Contract submitted by the Underwriters for the purchase of the Series 2021C Bonds, in substantially the form filed with the Board on or following the date of adoption of this Twenty Second Supplemental Resolution, bearing interest at the rates therein designated and otherwise upon the terms and conditions provided in this Twenty Second Supplemental Resolution, the Pricing Certificate and such Purchase Contract.
Section 2.05. Execution of Paying Agency Agreement and Escrow Agreement. The appropriate officers of the Board, as designated in the Paying Agency Agreement and Escrow Agreement, are hereby authorized to complete and execute the Paying Agency Agreement and Escrow Agreement on behalf of and in the name of the Board, in substantially the forms filed with the Board following the date of adoption of this Twenty Second Supplemental Resolution.
Section 2.06. Approval and Use of Preliminary Official Statement and Official Statement; Rule 15c2-12; Continuing Disclosure Undertaking. The distribution and use of a Preliminary Official Statement relating to the Series 2021C Bonds, in substantially the form filed with the Board on or following the date of adoption of this Twenty Second Supplemental
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Resolution, is hereby approved with such changes as may be necessary for the sale of the Series 2021C Bonds. The Chair of the Board and/or the Chancellor of the System is each hereby authorized, directed and empowered to determine when such Preliminary Official Statement may be deemed final within the meaning of Securities and Exchange Rule 15c2-12, subject to permitted omissions, and thereupon to give a certificate to such effect. The Chair of the Board and/or the Chancellor of the System is each hereby authorized to execute and deliver the final Official Statement relating to the Series 2021C Bonds and the Underwriters may thereafter distribute the same. The appropriate officers of the Board and the System are hereby authorized to complete and execute the Continuing Disclosure Undertaking on behalf of and in the name of the Board, in substantially the form attached to the Preliminary Official Statement.
Section 2.07. Bond Insurance. In the event that it is determined to obtain a municipal bond insurance policy insuring the payment when due of the principal of and interest on all or a portion of the Series 2021C Bonds, as provided in Section 3.03(b)(ii) hereof and the Pricing Certificate, the completion, execution and delivery of all documents relating to and required or necessary in connection with such municipal bond insurance policy by the appropriate officers of the Board and the System are hereby authorized and approved. To the extent provided therein, the provisions of any agreement between the Board and the Bond Insurer, as contemplated in this Section 2.08, shall be deemed to be incorporated in this Twenty Second Supplemental Resolution and shall be enforceable as if set forth herein.
Section 2.08. Execution of Documents. The following individuals, namely: the Chair of the Board, the Secretary of the Board, the Chancellor of the System, General Counsel to the System, the Chief Financial Officer of the System and the Treasurer of the System (and any other officers authorized by law to act on their behalf in their absence) are hereby authorized to execute and deliver, this Twenty Second Supplemental Resolution, and, as appropriate in connection with each series of Series 2021C Bonds issued hereunder, the Purchase Contract, the Pricing Certificate, the Paying Agency Agreement, the Escrow Agreement, the Continuing Disclosure Undertaking, the Official Statement, any documents required in connection with any Credit Enhanced Bonds, and any other documents or certificates necessary or appropriate to close the sale of the Series 2021C Bonds and all related transactions and to take any action with respect to any matter required to accomplish the same.
In the event that any Board Representative or any other officer that is authorized or directed to execute any agreement, assignment, instrument, document or certificate, including the Series 2021C Bonds, in accordance with this Twenty Second Supplemental Resolution (collectively, the “Authorized Documents”) is not able to be physically present to manually sign any such Authorized Document, such individual or individuals are hereby authorized to execute Authorized Documents electronically via facsimile or email signature. Any electronic signature so affixed to any Authorized Document shall carry the full legal force and effect of any original, handwritten signature. This provision is made pursuant to Article 71.3 of Title 24, C.R.S., also known as the Uniform Electronic Transactions Act.
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ARTICLE III
AUTHORIZATION AND TERMS OF SERIES 2021C BONDS
Section 3.01. Authorization of Series 2021C Bonds. Pursuant to the provisions of the Master Resolution, there is hereby authorized the borrowing of funds, and to evidence such borrowing there are hereby authorized one or more series Bonds of the Board designated “The Board of Governors of the Colorado State University System, System Enterprise Revenue and Revenue Refunding Bonds, Series 2021C,” or as more particularly designated in the Pricing Certificate, including the year of issuance. If, in accordance with the Article VII titled “FEDERAL TAX LAW MATTERS,” the Board Representative shall determine that any series of Series 2021C Bonds shall constitute a Taxable Obligation, the title of such series shall further include the following: “Taxable.” The full title of any and all series of bonds issued hereunder shall be determined by the Board Representative in accordance with the foregoing, and shall be set forth in the Pricing Certificate.
Section 3.02. Purposes. The Series 2021C Bonds are authorized for the purposes of funding the Refunding Project and the 2021 Improvement Project and paying certain costs of issuance relating to the Series 2021C Bonds, all as more specifically provided in Article V hereof.
Section 3.03. Terms of Series 2021C Bonds, Generally.
(a) Registered Form; Numbers and Date. The Series 2021C Bonds shall be issued in fully registered form and shall be numbered from one upward in consecutive numerical order preceded by the letter “R.” The registered Owner of all Series 2021C Bonds shall be a Securities Depository in accordance with the Master Resolution. The Series 2021C Bonds shall be dated the Issue Date.
(b) Principal Amounts; Maturities; Interest Rates. The Series 2021C Bonds shall mature, subject to the right of prior redemption as provided in Article IV hereof, on the dates and in the aggregate principal amounts, and shall bear interest, payable on each Interest Payment Date, as provided below:
(i) Parameters. Any Series 2021C Bonds, issued in one or more series or subseries, shall be issued in an aggregate principal amount not to exceed $195,000,000 for the Refunding Project and $25,000,000 for the 2021 Improvement Project. Any Series 2021C Bonds, issued in one or more series or subseries as fixed rate obligations, shall bear interest at such taxable and/or tax exempt rate or rates resulting in a true interest cost not exceeding 5% with respect to any debt issued hereunder. Notwithstanding the foregoing, Credit Enhanced Bonds or Series 2021C Bonds issued with a variable, adjustable, convertible or similar interest rate may have a maximum interest rate not in excess of 14% per annum. Any Series 2021C Bonds may mature as term bonds or serial bonds, or both, not later than March 1, 2051.
(ii) Delegated Powers. The Board Representative is authorized, without further approval of the Board, to make any and all determinations
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listed in Section 11-57-205(1), Colorado Revised Statutes, as amended, provided such determinations are not inconsistent with the standards set forth in this Twenty Second Supplemental Resolution. In furtherance thereof, the Board Representative is hereby authorized, without further approval of the Board, to determine in conformity with the standards set forth in this Twenty Second Supplemental Resolution and after the Series 2021C Bonds have been priced in the market: (A) the final designation of one or more series or subseries of the Series 2021C Bonds; (B) the principal amount of each series or subseries of the Series 2021C Bonds; (C) the coupon interest rate or rates (whether fixed or variable, adjustable, convertible or similar interest rate) on the Series 2021C Bonds; (D) the maturity or maturities of the Series 2021C Bonds (any of which may include Series 2021C Bonds bearing different interest rates) and the amount and date of any mandatory sinking fund redemption; (E) provisions for the optional, mandatory or extraordinary redemption or tender of any or all of the Series 2021C Bonds prior to maturity; (F) the purchase price of the Series 2021C Bonds; (G) whether the Series 2021C Bonds will constitute Tax Exempt Obligations, Taxable Obligations, and the other matters set forth in Article VII hereof entitled “FEDERAL TAX LAW MATTERS”; (H) whether or not to utilize bond insurance, a Credit Facility or a debt service reserve policy for the Series 2021C Bonds and the execution of all agreements, documents and certificates in connection therewith; (I) whether or not the Series 2021C Bonds will be sold pursuant to a negotiated sale, a competitive sale or direct placement; all as may be necessary to effect the Refunding Project and the 2021 Improvement Project and in a manner consistent with this Twenty Second Supplemental Resolution; including the estimated true interest cost of the Series 2021C Bonds and the Underwriter’s or purchaser’s discount or fee relating to the Series 2021C Bonds; (J) which Outstanding Bonds will be refunded; (K) how much of the Series 2021C Bond proceeds will be allocated to the 2021 Improvement Project; and (L) whether or not to qualify any of the Series 2021C Bonds under the State Intercept Program. The determinations described herein shall be evidenced by a Pricing Certificate filed with the Board, and except as otherwise expressly provided herein or in the Master Resolution, the terms of the Series 2021C Bonds shall be as set forth in the Pricing Certificate and incorporated by reference into this Twenty Second Supplemental Resolution.
(c) Authorized Denominations. The Series 2021C Bonds shall be issued in Authorized Denominations.
(d) Computation of Interest. Each Series 2021C Bond shall bear interest at the applicable rate in accordance with Section 3.03(b) hereof, (i) from the date of authentication, if authenticated on an Interest Payment Date to which interest has been paid or duly provided for; or (ii) from the last preceding Interest Payment Date to which interest has been paid or duly provided for (or the Issue Date if no interest thereon has been paid or duly provided for) in all other cases. The amount of interest so payable on Series 2021C Bonds on any Interest Payment Date shall be computed on the basis of a
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360-day year of twelve 30-day months, unless an alternative computational convention is set forth in the Pricing Certificate.
(e) Appointment of Escrow Agent and Paying Agent and Registrar. Wells Fargo Bank, National Association, is hereby appointed the Escrow Agent and Zions Bancorporation, National Association (formerly, Zions First National Bank) is hereby appointed the Paying Agent.
Section 3.04. Payment of Bond Requirements.
(a) Principal and Final Interest. The principal or Redemption Price of and the final interest payment on any Series 2021C Bond shall be payable to the owner thereof as shown on the registration books maintained by the Registrar upon maturity or prior redemption thereof and upon presentation and surrender at the principal office of the Paying Agent. If any Series 2021C Bond shall not be paid upon such presentation and surrender at or after maturity, it shall continue to draw interest (but without compounding of interest) at the rate borne by it until the principal thereof is paid in full.
(b) Interest. The interest due on any Series 2021C Bond on any Interest Payment Date shall be paid to the owner thereof, as shown on the registration books kept by the Registrar at the close of business on the Regular Record Date. Any such interest not so timely paid or duly provided for shall cease to be payable to the person who is the owner of such Series 2021C Bond on the Regular Record Date and shall be payable to the person who is the owner of such Series 2021C Bond at the close of business on a Special Record Date for the payment of any such defaulted interest. Such Special Record Date shall be fixed in accordance with Section 3.10 of the Master Resolution.
(c) Payment of Interest. All payments of interest on any Series 2021C Bond shall be paid to the person entitled thereto pursuant to Section 3.04(b) above by check mailed on the Interest Payment Date to his or her address as it appears on the registration books kept by the Registrar (or, in the case of defaulted interest, the date selected by the Registrar for the payment of such defaulted interest), or, at the option of any owner of $1,000,000 or more in principal amount of Series 2021C Bonds, by wire transfer on such date to a bank within the continental United States as directed by such owner.
(d) State Intercept Program. The Board may elect to utilize the State Intercept Program for all or a portion of the Refunding Project and the 2021 Improvement Project. The final determination of which Series 2021C Bonds (and any series thereof) are subject to the State Intercept Program shall be set forth in the Pricing Certificate. The Board is hereby directed to file with the State Treasurer a copy of this Twenty Second Supplemental Resolution, the Pricing Certificate and the Official Statement. The Board shall also make such filings as are required by the State Intercept Act. The Board hereby directs the Board Representative to take all action necessary to comply with the provisions of the State Intercept Act and qualify the Series 2021C Bonds for the State Intercept Program. In the event that payments of the principal of and interest on the Series 2021C Bonds are made by the State Treasurer pursuant to the provisions of the State Intercept Program, the Board hereby agrees that, to the extent such amounts paid
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by the State Treasurer have not been recovered by the State Treasurer from the sources set forth in Section 23-5-139(3) of the State Intercept Act, the Board shall, solely from Net Revenues remaining in the Revenue Fund and that are available for such purpose, pay to the State Treasurer an amount equal to the principal and interest payments made by the State Treasurer, less any such amounts previously recovered by or paid to the State Treasurer.
Section 3.05. Bond Form. Subject to the provisions of this Twenty Second Supplemental Resolution, the Series 2021C Bonds shall be in substantially the form set forth in Exhibit A hereto, with such omissions, insertions, endorsements and variations as to any recitals of fact or other provisions as may be required by the circumstances, be required or permitted by the Master Resolution, or be consistent with the Master Resolution.
Section 3.06. State Tax Exemption. Pursuant to Section 23-5-105, Colorado Revised Statutes, as amended, the Series 2021C Bonds, their transfer, and the income therefrom shall forever be and remain free and exempt from taxation by the State or any subdivision thereof.
ARTICLE IV
REDEMPTION OF SERIES 2021C BONDS
Section 4.01. Optional Redemption or Make Whole Redemption. The Series 2021C Bonds shall be subject to redemption prior to maturity at the option of the Board or make whole redemption, if at all, on the dates and at the Redemption Prices as set forth in the Pricing Certificate.
Section 4.02. Mandatory Sinking Fund. The Series 2021C Bonds shall be subject to mandatory sinking fund redemption, if at all, on the dates and in the principal amounts as set forth in the Pricing Certificate.
Section 4.03. Selection of Series 2021C Bonds for Redemption. If less than all of the Series 2021C Bonds are called for prior redemption hereunder, the Series 2021C Bonds or portions to be redeemed shall be redeemed in such order of maturities as shall be specified by the Board. If less than all Series 2021C Bonds or portions thereof of a single maturity and rate are to be redeemed, they shall be selected by lot in such manner as the Paying Agent may determine. In the case of a Series 2021C Bond of a denomination larger than an Authorized Denomination, such Series 2021C Bond may be redeemed only in principal amounts equal to any integral multiple of the minimum Authorized Denomination. In the event a portion of any Series 2021C Bonds is so redeemed, the Registrar shall, without charge to the owner of such Series 2021C Bond, authenticate a replacement Series 2021C Bond for the unredeemed portion thereof.
Section 4.04. Redemption Procedures. Except as otherwise provided herein, the Series 2021C Bonds shall be called for prior redemption and shall be paid by the Paying Agent upon notice as provided in Section 4.05 hereof. The Registrar shall not be required to transfer or exchange any Series 2021C Bond after notice of the redemption of such Series 2021C Bond has been given (except the unredeemed portion of such Series 2021C Bond, if redeemed in part) or to
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transfer or exchange any Series 2021C Bond during the period of 15 days next preceding the day such notice is given.
In addition, the Registrar is hereby authorized to comply with any operational procedures and requirements of the Securities Depository relating to redemption of Series 2021C Bonds and notice thereof. The Board and the Registrar shall have no responsibility or obligation with respect to the accuracy of the records of the Securities Depository or a nominee therefor or any Participant of such Securities Depository with respect to any ownership interest in the Series 2021C Bonds or the delivery to any Participant, beneficial owner or any other person (except to a registered owner of the Series 2021C Bonds) of any notice with respect to the Series 2021C Bonds, including any notice of redemption.
Section 4.05. Notice of Redemption. The Registrar shall cause notice of the redemption of the Series 2021C Bonds being redeemed under this Article IV to be given in the form and manner described in Section 3.07 of the Master Resolution not less than 30 days nor more than 60 days prior to the redemption date.
Section 4.06. Tender and Purchase. The Series 2021C Bonds shall be subject to tender and purchase prior to maturity at the option of the Board, if at all, on the dates, in the manner and at the prices as set forth in the Pricing Certificate.
ARTICLE V
ISSUANCE OF SERIES 2021C BONDS AND USE OF SERIES 2021C BOND PROCEEDS
Section 5.01. Series 2021C Bond Preparation, Execution and Delivery. The officers of the Board and the System designated in this Twenty Second Supplemental Resolution are hereby authorized and directed to prepare and to execute the Series 2021C Bonds, as herein provided. When the Series 2021C Bonds have been duly executed, the Board Representative shall deliver them to the Underwriters upon receipt of the agreed purchase price.
Section 5.02. Disposition of Series 2021C Bond Proceeds. The proceeds of the Series 2021C Bonds, upon the receipt thereof, shall be accounted for in the following manner and priority and are hereby pledged therefor:
(a) Escrow Account. First, from the proceeds of the Refunding Bonds there shall be deposited with the Escrow Agent in the Escrow Account under the Escrow Agreement an amount sufficient to accomplish the Refunding Project as set forth in the Pricing Certificate and the Escrow Agreement.
(b) 2021 Improvement Project Fund. Second, from the proceeds of the 2021 Improvement Bonds, there shall be deposited in a separate account, which account is hereby created, to be known as “The Board of Governors of the Colorado State University System, System Enterprise Revenue and Revenue Refunding Bonds, Series 2021, Improvement Project Fund” (the “2021 Improvement Project Fund”), such amount as the Board Representative shall determine to be necessary and available to defray the
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costs of the 2021 Improvement Project, subject to the provisions of the Tax Certificate. Such account shall be under the control of the Board.
In the event that the Series 2021 Bonds are issued in only one series, then the Board shall not be required to establish additional accounts or subaccounts within the 2021 Improvement Project Fund; provided, however, that in the event that the Series 2021 Bonds are issued in more than one series, additional separate accounts and, as necessary, subaccounts shall be created within the 2021 Improvement Project Fund in accordance with the following:
(i) A separate account shall be created within the 2021 Improvement Project Fund for each separate series of Series 2021C Bonds issued as Tax Exempt Obligations the proceeds of which are to be applied to the 2021 Improvement Project, into which shall be deposited amounts received from the sale of each such series of the Series 2021C Bonds, and the amount of such deposit shall be as set forth in the Pricing Certificate.
(ii) In the event that any of the Series 2021C Bonds are issued as Taxable Obligations, and the proceeds from such Series 2021C Bonds are to be applied to the 2021 Improvement Project, then separate accounts shall be established for each such series of Series 2021C Bonds, and the amount of proceeds from the sale of such Series 2021C Bonds deposited to such account(s) shall be as set forth in the Pricing Certificate.
(c) Expense Account. Third, from the proceeds of the Series 2021C Bonds, there shall be deposited to the credit of a separate account, hereby created (the “Expense Account”), which Expense Account shall be under the control of the Board, all remaining amounts of proceeds of the Series 2021C Bonds. From such Expense Account, the Board shall be authorized to pay all expenses associated with the issuance of the Series 2021C Bonds. Any moneys remaining in the Expense Account six months after the date of issuance of the Series 2021C Bonds shall be transferred as directed by the Board Representative.
Section 5.03. Application of 2021 Improvement Project Fund. Any moneys credited from time-to-time to the 2021 Improvement Project Fund shall be used, without requisition, voucher or other direction or further authority than is herein contained, to pay, or to reimburse the Board and the System for the payment of costs of the 2021 Improvement Project, as the same become due. All amounts derived from the investment of moneys on deposit in the 2021 Improvement Project Fund shall remain in the 2021 Improvement Project Fund and shall be applied as described herein, or, at the direction of the Board Representative, shall be applied to pay interest on the Series 2021C Bonds. Upon completion of the 2021 Improvement Project by the Board and the delivery of a Completion Certificate to the Board in accordance with the Resolution, all money remaining in the 2021 Improvement Project Fund, except amounts estimated to be needed for costs of the 2021 Improvement Project not then due and payable as provided in Section 5.04 hereof, may be used for any other lawful capital expenditures of the Board or may be transferred to the Series 2021 Principal Account of the Debt Service Fund and used to pay the principal of, premium, if any, or interest on the Series 2021C Bonds.
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Section 5.04. Completion of 2021 Improvement Project. Upon completion of the 2021 Improvement Project and the acceptance thereof by the System, the Board Representative shall deliver to the Board a certificate (the “Completion Certificate”) stating that, to the best of the System’s knowledge based upon the representations of the Board Representative and the contractors, architects, engineers, vendors or other consultants, and except for any amounts estimated by the Board Representative to be necessary for payment of any costs of the 2021 Improvement Project not then due and payable as set forth in such certificate, the 2021 Improvement Project have been completed and accepted by the System and all costs of the 2021 Improvement Project have been paid. Notwithstanding the foregoing, such certificate shall not, and shall state that it does not, prejudice any rights against third parties which exist at the date of such certificate or which may subsequently come into being.
Section 5.05. Purchaser Not Responsible. The Underwriters, any associate thereof, and any subsequent owner of any Series 2021C Bond shall in no manner be responsible for the application or disposal by the Board or by any System officer or any other employee or agent of the Board or System of the moneys derived from the sale of the Series 2021C Bonds or of any other moneys herein designated.
ARTICLE VI
ESTABLISHMENT OF CERTAIN ACCOUNTS
Section 6.01. Establishment of Certain Accounts. In accordance with Section 5.01 of the Master Resolution, the Board hereby creates and establishes the following accounts in respect of the Series 2021C Bonds: (a) within the Debt Service Fund, an “Interest Account” and a “Principal Account” for each series of Series 2021C Bonds; and (b) within the Rebate Fund, a “Rebate Account” for each series of Series 2021C Bonds. Such accounts shall be maintained and applied as provided in (i) Section 5.06 of the Master Resolution, with respect to each Interest Account and Principal Account; and (ii) Sections 5.11 through 5.13 of the Master Resolution, with respect to each Rebate Account. The Board authorizes the creation of the Escrow Account with the Escrow Agent under the Escrow Agreement for each series of Refunded Bonds.
ARTICLE VII
FEDERAL TAX LAW MATTERS
Section 7.01. Determination of Tax Exempt or Taxable Obligations. All or any portion of the Series 2021C Bonds is authorized to be issued as a Tax Exempt Obligation or a Taxable Obligation. The Board hereby delegates to the Board Representative the authority to determine what, if any, portion of the Series 2021C Bonds shall constitute a Tax Exempt Obligation, and what, if any, portion of the Series 2021C Bonds shall constitute a Taxable Obligation which determinations shall be set forth in the applicable Pricing Certificate. To the extent that any portion of the Series 2021C Bonds shall constitute Tax Exempt Obligations, for purposes of ensuring that the interest on the Tax Exempt Obligations is and remains excluded from gross income for federal income tax purposes, the Board makes the covenants set forth in Sections 7.02 through 7.04 of this Article VII. In the event that, as determined by the Board Representative
14 4816-1739-6212.2
and set forth in the Pricing Certificate, no portion of the Series 2021C Bonds constitutes Tax Exempt Obligations, Sections 7.02 through 7.04 of this Article VII shall be of no force or effect.
The Board hereby declares its official intent, pursuant to 26 C.F.R. § 1.150-2, to reimburse itself for the expenditure of the Board’s funds for the 2021 Improvement Project from the proceeds of the Series 2021C Bonds.
Section 7.02. Prohibited Actions. The Board will not use or permit the use of any proceeds of the Tax Exempt Obligations or any other funds of the Board from whatever source derived, directly or indirectly, to acquire any securities or obligations and shall not take or permit to be taken any other action or actions, which would cause any Tax Exempt Obligations to be an “arbitrage bond” within the meaning of Section 148 of the Code, or would otherwise cause the interest on any Tax Exempt Obligations to be includible in gross income for federal income tax purposes.
Section 7.03. Affirmative Actions. The Board will at all times do and perform all acts permitted by law that are necessary in order to assure that interest paid by the Board on the Tax Exempt Obligations shall not be includible in gross income for federal income tax purposes under the Code or any other valid provision of law. In particular, but without limitation, the Board represents, warrants and covenants to comply with the following unless it receives an opinion of Bond Counsel stating that such compliance is not necessary: (a) gross proceeds of the Tax Exempt Obligations will not be used in a manner that will cause the Series 2021C Bonds to be considered “private activity bonds” within the meaning of the Code; (b) the Tax Exempt Obligations are not and will not become directly or indirectly “federally guaranteed”; and (c) the Board will timely file Internal Revenue Form 8038-G which shall contain the information required to be filed pursuant to Section 149(e) of the Code with respect to the Tax Exempt Obligations.
Section 7.04. Tax Certificate. The Board will comply with the Tax Certificate delivered to it on the date of issuance of any Series 2021C Bonds constituting Tax Exempt Obligations, including but not limited to the provisions of the Tax Certificate regarding the application and investment of proceeds of such Series 2021C Bonds, the calculations, the deposits, the disbursements, the investments and the retention of records described in the Tax Certificate; provided that, in the event the original Tax Certificate is superseded or amended by a new Tax Certificate drafted by, and accompanied by an opinion of Bond Counsel stating that the use of the new Tax Certificate will not cause the interest on such Series 2021C Bonds to become includible in gross income for federal income tax purposes, the Board will thereafter comply with the new Tax Certificate.
ARTICLE VIII
MISCELLANEOUS
Section 8.01. Applicability of Master Resolution. Except as otherwise provided herein, the provisions of the Master Resolution govern the Series 2021C Bonds and the Refunding Project and the 2021 Improvement Project. The rights, undertakings, covenants, agreements, obligations, warranties, and representations of the Board set forth in the Master Resolution shall in respect of
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the Series 2021C Bonds be deemed the rights, undertakings, covenants, agreements, obligations, warranties and representations of the Board.
Section 8.02. Severability and Invalid Provisions. If any one or more of the covenants or agreements provided in this Twenty Second Supplemental Resolution on the part of the Board to be performed should be contrary to law, then such covenant or covenants or agreement or agreements shall be deemed severable from the remaining covenants and agreements, and shall in no way affect the validity of the other provisions of this Twenty Second Supplemental Resolution.
Section 8.03. Table of Contents and Section Headings Not Controlling. The Table of Contents and the headings of the several Articles and Sections of this Twenty Second Supplemental Resolution have been prepared for convenience of reference only and shall not control, affect the meaning of, or be taken as an interpretation of any provision of this Twenty Second Supplemental Resolution.
ADOPTED AND APPROVED as of August __, 2021.
[SEAL]
BOARD OF GOVERNORS OF THE COLORADO STATE UNIVERSITY SYSTEM
By Chair of the Board
ATTEST:
By Secretary
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[Signature Page to Twenty Second Supplemental Resolution]
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EXHIBIT A
FORM OF SERIES 2021C BONDS [TO BE MODIFIED FOR EACH SERIES]
UNLESS THIS BOND IS PRESENTED BY AN AUTHORIZED REPRESENTATIVE OF THE DEPOSITORY TRUST COMPANY, A NEW YORK CORPORATION (“DTC”), TO THE PAYING AGENT, THE REGISTRAR OR ANY AGENT THEREOF FOR REGISTRATION OF TRANSFER, EXCHANGE OR PAYMENT, AND ANY BOND ISSUED IS REGISTERED IN THE NAME OF CEDE & CO. OR IN SUCH OTHER NAME AS IS REQUESTED BY AN AUTHORIZED REPRESENTATIVE OF DTC (AND ANY PAYMENT IS MADE TO CEDE & CO. OR TO SUCH OTHER ENTITY AS IS REQUESTED BY AN AUTHORIZED REPRESENTATIVE OF DTC), ANY TRANSFER, PLEDGE OR OTHER USE HEREOF FOR VALUE OR OTHERWISE BY OR TO ANY PERSON IS WRONGFUL INASMUCH AS THE REGISTERED OWNER HEREOF, CEDE & CO., HAS AN INTEREST HEREIN.
TRANSFER OF THIS BOND OTHER THAN BY REGISTRATION IS NOT EFFECTIVE.
UNITED STATES OF AMERICA STATE OF COLORADO
BOARD OF GOVERNORS OF THE COLORADO STATE UNIVERSITY SYSTEM SYSTEM ENTERPRISE REVENUE AND REVENUE REFUNDING BONDS SERIES 2021C
No. R-______$______
Interest Rate (Per Annum) Maturity Date Dated as of CUSIP
_____% March 1, ______, ______
REGISTERED OWNER: CEDE & CO. PRINCIPAL AMOUNT: DOLLARS
The Board of Governors of the Colorado State University System (the “Board” and the “System,” respectively), being a body corporate under the laws of the State of Colorado (the “State”), for value received, hereby promises to pay to the registered owner specified above or registered assigns solely from the special funds provided therefor, the principal amount specified above, on the maturity date specified above (unless called for earlier redemption), and to pay from such special funds interest thereon on March 1 and September 1 of each year (each an “Interest Payment Date”), commencing on March 1, 2022 at the interest rate per annum specified above, until the principal sum is paid or payment has been provided. This Series 2021C Bond (as hereinafter defined) will bear interest from the most recent Interest Payment Date to which interest has been paid or provided for, or, if no interest has been paid, from the date of this Series 2021C
4816-1739-6212.2
Bond. The principal of and premium, if any, on this Series 2021C Bond are payable upon presentation and surrender hereof at the principal office of the Board’s paying agent for the Series 2021C Bonds (the “Paying Agent”), initially Zions Bancorporation, National Association (formerly, Zions First National Bank), Denver, Colorado. The Paying Agent’s principal office for such payment shall be in Denver, Colorado. Interest on this Series 2021C Bond will be paid on each Interest Payment Date (or, if such Interest Payment Date is not a business day, on the next succeeding business day), by check or draft mailed to the person in whose name this Series 2021C Bond is registered (the “registered owner”) in the registration records of the Board maintained by the Board’s registrar for the Series 2021C Bonds (the “Registrar”), initially Zions Bancorporation, National Association (formerly, Zions First National Bank), Denver, Colorado, and at the address appearing thereon at the close of business on the fifteenth day of the calendar month next preceding such Interest Payment Date (the “Regular Record Date”). Any such interest not so timely paid or duly provided for shall cease to be payable to the person who is the registered owner hereof at the close of business on the Regular Record Date and shall be payable to the person who is the registered owner thereof at the close of business on a Special Record Date (as described in the resolution of the Board authorizing the issuance of this Series 2021C Bond; herein the “Resolution”), for the payment of any defaulted interest. Such Special Record Date shall be fixed by the Registrar whenever moneys become available for payment of the defaulted interest, and notice of the Special Record Date shall be given to the registered owners of the bonds of the series of which this is one not less than 10 days prior thereto. Alternative means of payment of interest may be used if mutually agreed to between the owner of any Series 2021C Bond and the Paying Agent, as provided in the Resolution. All such payments shall be made in lawful money of the United States of America without deduction for the services of the Registrar or Paying Agent.
This bond is one of an authorized series of bonds issued under the Resolution designated the Board of Governors of the Colorado State University System, System Enterprise Revenue and Revenue Refunding Bonds, Series 2021C in the aggregate principal amount of $[______] (the “Series 2021C Bonds”).
It is hereby certified that all acts, conditions and things required to be done precedent to and in the issuance of this Series 2021C Bond and the series of which it is a part have been properly done, have happened, and have been performed in regular and due time, form and manner as required by the Constitution and laws of the State and the proceedings herein mentioned, and that this series of bonds does not exceed any constitutional or statutory limitation.
This Series 2021C Bond shall not be valid or obligatory for any purpose until the Registrar shall have manually signed the certificate of authentication hereon.
The Series 2021C Bonds are issuable solely as fully registered bonds in denominations of $5,000 and any integral multiple thereof and are exchangeable for fully registered Series 2021C Bonds of the same maturity in equal aggregate principal amounts and in authorized denominations at the aforesaid office of the Registrar but only in the manner, subject to the limitations, and on payment of the charges provided in the Resolution.
The Registrar will not be required to transfer or exchange (a) any Series 2021C Bond subject to redemption during a period beginning at the opening of business 15 days before the day of the mailing by the Registrar of a notice of prior redemption of Series 2021C Bonds and ending
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at the close of business on the day of such mailing, or (b) any Series 2021C Bond after the mailing of notice calling such Series 2021C Bond or any portion thereof for prior redemption.
[The Series 2021C Bonds or portions thereof maturing on and after March 1, 20___, are subject to redemption prior to their respective maturities, at the option of the Board, on or after March 1, 20___, in whole or in part at any time, in such order of maturities as the Board shall determine and by lot within a maturity, in integral multiples of $5,000 (giving proportionate weight to Series 2021C Bonds in denominations larger than $5,000), in such manner as the Paying Agent may determine, at a redemption price equal to ____% of the principal amount of each Series 2021C Bond or portion thereof so redeemed plus accrued interest thereon to the redemption date.]
The Series 2021C Bonds are subject to mandatory sinking fund redemption as provided in the Pricing Certificate.
In the case of a Series 2021C Bond of a denomination larger than $5,000, a portion of such Series 2021C Bond ($5,000 or any integral multiple thereof) may be redeemed, in which case the Registrar shall, without charge to the owner of such Series 2021C Bond, authenticate and issue a replacement Series 2021C Bond or Bonds for the unredeemed portion thereof. Redemption shall be made upon not less than 30 days’ prior mailed notice to each registered owner as shown on the registration records maintained by the Registrar, as provided in the Resolution.
This Series 2021C Bond is fully transferable by the registered owner hereof in person or by his duly authorized attorney on the registration records maintained by the Registrar upon surrender of this Series 2021C Bond together with a duly executed written instrument of transfer satisfactory to the Registrar. Upon such transfer a new fully registered Series 2021C Bond or Series 2021C Bonds of authorized denomination or denominations of the same aggregate principal amount and maturity will be issued to the transferee in exchange for this Series 2021C Bond, subject to such terms and conditions as set forth in the Resolution. The Board, Registrar and Paying Agent may deem and treat the person in whose name this Series 2021C Bond is registered as the absolute owner hereof for the purpose of making payment (except to the extent otherwise provided hereinabove and in the Resolution with respect to Regular and Special Record Dates for the payment of interest) and for all other purposes and the Board and Paying Agent and Registrar shall be not affected by notice to the contrary.
The Series 2021C Bonds are being issued to finance the Refunding Project and the 2021 Improvement Project.
[The Series 2021C Bonds qualify for the Higher Education Revenue Bond Intercept Program (“State Intercept Program”), enacted by the State on June 4, 2008, established pursuant to S.B. 08-245, Section 23-5-139, Colorado Revised Statutes, as amended, and provides for the payment by the State Treasurer of principal of and interest due with respect to revenue bonds issued by state supported institutions of higher education if such an institution will not make the payment by the date on which it is due.]
The Series 2021C Bonds are issued by the Board as authorized by and pursuant to the Auxiliary Facilities Enterprise Act, the Institutional Enterprise Statute, the Refunding Act, the
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Research Building Fund Act, the State Intercept Act (if applicable), the Supplemental Public Securities Act, and applicable provisions of the Code.
This Series 2021C Bond does not constitute a debt or an indebtedness of the State, the Board or the System within the meaning of any constitutional or statutory provision or limitation, shall not be considered or held to be a liability or general obligation of the State, the Board or the System, and is payable and collectible as an obligation of the Board solely out of the net revenues (including Student Fees) (the “Net Revenues”) to be derived from the operation of certain revenue-producing Facilities and Research Facilities, as well as certain Tuition Revenues, as such Net Revenues, Student Fees, Facilities, Research Facilities and Tuition Revenues are defined in the Resolution. The owner hereof may not look to any general or other fund of the State or the System for the payment of the principal of, premium, if any, and interest on this obligation, except the special funds pledged therefor.
Payment of the Series 2021C Bonds and the interest thereon shall be made from, and as security for such payment there is pledged pursuant to the Resolution, a special fund identified as the “System Enterprise Debt Service Fund” (the “Debt Service Fund”), into which fund the Board covenants to pay from the Net Revenues moneys sufficient to pay when due the principal of, premium, if any, and interest on the Series 2021C Bonds. The Series 2021C Bonds constitute an irrevocable lien on the Net Revenues and are being issued on parity with the Board’s Outstanding Parity Obligations (as defined in the Resolution). Outstanding Obligations in addition to the Series 2021C Bonds, subject to expressed conditions, may be issued and made payable from the Net Revenues and having a lien thereon subordinate and junior to the lien, or subject to additional expressed conditions, having a lien thereon on a parity with the lien thereon of the Series 2021C Bonds, as provided in the Resolution.
Reference is made to the Resolution and any and all modifications and amendments thereof and to the designated statutes for the provisions, among others, with respect to the custody and application of the proceeds of the Series 2021C Bonds, for a description of the nature and extent of the security for the Series 2021C Bonds, the funds or revenues pledged, the nature and extent and manner of enforcement of the pledge, the rights and remedies of the owners of the Series 2021C Bonds with respect thereto, the terms and conditions upon which the Series 2021C Bonds are issued, and a statement of rights, duties, immunities and obligations of the Board and the rights of the owners of the Series 2021C Bonds.
To the extent and in the respects permitted by the Resolution, the provisions of the Resolution or any resolution amendatory thereof or supplemental thereto may be modified or amended by action on behalf of the Board taken in the manner and subject to the conditions and exceptions prescribed in the Resolution. The pledge of the Net Revenues and other duties of the Board under the Resolution may be discharged at or prior to the maturity or redemption of the Series 2021C Bonds upon the making of provision for the payment thereof on the terms and conditions set forth in the Resolution.
The Board covenants and agrees with the owner of this Series 2021C Bond and with each and every person who may become the owner hereof that it will keep and perform all of the covenants of the Resolution.
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When all principal of, premium, if any, and interest on the Series 2021C Bonds, or any portion thereof, have been duly paid, the pledge and lien of all obligations hereunder shall thereby by discharged as to such issue or part of such issue and such issue or part of such issue shall no longer be deemed to be Outstanding within the meaning hereof. There shall be deemed to be such due payment if the Board has placed in escrow or in trust with a trust bank exercising trust powers, an amount sufficient (including the known minimum yield available for such purpose from federal securities in which such amount wholly or in part may be initially invested) to meet all requirements of principal of, premium, if any, and interest on the securities issue, as such requirements become due to their final maturities or upon any designated redemption dates. The federal securities shall become due prior to the respective times on which the proceeds thereof shall be needed, in accordance with a schedule established and agreed upon between the Board and such trust bank at the time of the creation of the escrow or trust, or the federal securities shall be subject to redemption at the option of the holders thereof to assure such availability as so needed to meet such schedule.
No recourse shall be had for the payment of the principal of, premium if any, and interest on this Series 2021C Bond or for any claim based thereon or otherwise in respect to the Resolution against any individual member of the Board, past, present or future, either directly or through the Board or the System, or through any successor body corporate of either, whether by virtue of any constitution, statute or rule of law, or by the enforcement of any penalty or otherwise, all such liability, if any, being by the acceptance of this Series 2021C Bond and as a part of the consideration of its issuance specially waived and released. The obligation of the Board, as a body corporate, to the owner hereof is limited to applying funds for the payment hereof, as set forth above and as more fully delineated in the Resolution, and to otherwise complying with the contractual provisions therein.
Unless this certificate is presented by an authorized representative of The Depository Trust Company, a New York corporation (“DTC”), to the Board or its agent for registration of transfer, exchange, or payment, and any certificate issued is registered in the name of Cede & Co. or in such other name as is requested by an authorized representative of DTC (and any payment is made to Cede & Co. or to such other entity as is requested by an authorized representative of DTC), ANY TRANSFER, PLEDGE, OR OTHER USE HEREOF FOR VALUE OR OTHERWISE BY OR TO ANY PERSON IS WRONGFUL inasmuch as the registered owner hereof, Cede & Co., has an interest herein.
This Series 2021C Bond is issued pursuant to the Supplemental Public Securities Act, Colorado Revised Statutes, Sections 11-57-201 et seq., as amended, and, pursuant to Section 11-57-210, C.R.S., this recital shall be conclusive evidence of the validity and the regularity of the issuance of this Bond after its delivery for value.
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IN TESTIMONY WHEREOF, the Board of Governors of the Colorado State University System has caused this Series 2021C Bond to be executed in the name and on the behalf of the Board with the manual or facsimile signature of its Chair, and to be attested and signed with the manual or facsimile signature of the Secretary of the Board; and has caused the facsimile of the seal of the System to be affixed hereon, all as of ______, ______.
[FACSIMILE SEAL]
BOARD OF GOVERNORS OF THE COLORADO STATE UNIVERSITY SYSTEM
By (Manual or Facsimile Signature) Chair of the Board
ATTEST:
By (Manual or Facsimile Signature) Secretary of the Board
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[FORM OF CERTIFICATE OF AUTHENTICATION FOR SERIES 2021C BONDS]
CERTIFICATE OF AUTHENTICATION
Date of authentication and registration: ______
This is one of the Series 2021C Bonds described in the within-mentioned Resolution, and this Series 2021C Bond has been duly registered on the registration records kept by the undersigned as Registrar for such Series 2021C Bonds.
ZIONS BANCORPORATION, NATIONAL ASSOCIATION, as Registrar
By (Manual Signature) Authorized Officer or Employee
[END OF FORM OF CERTIFICATE OF AUTHENTICATION FOR SERIES 2021C BONDS]
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[FORM OF ASSIGNMENT OF SERIES 2021C BONDS]
ASSIGNMENT
For value received, the undersigned hereby sells, assigns and transfers unto ______the within Series 2021C Bond and hereby irrevocably constitutes and appoints ______attorney, to transfer the same on the records kept for registration of the within Series 2021C Bond, with full power of substitution in the premises.
Dated: NOTE: The signature to this Assignment must correspond with the name as written on the face of this Series 2021C Bond in every particular, without alteration or enlargement or any change whatsoever.
Signature Guaranteed:
Name and address of transferee:
Social Security or other tax identification number of transferee:
TRANSFER FEE MAY BE REQUIRED
[END OF FORM OF ASSIGNMENT OF SERIES 2021C BONDS]
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Section 10
Academic and Student Affairs Committee
BOARD OF GOVERNORS OF THE COLORADO STATE UNIVERSITY SYSTEM ACADEMIC AND STUDENT AFFAIRS COMMITTEE MEETING AGENDA August 5, 2021
Committee Chair: Steve Gabel (Chair), Polly Baca (Vice Chair) Assigned Staff: Dr. Rick Miranda, Chief Academic Officer
I. New Degree Programs Colorado State University • Graduate Certificate in Substance Use Disorder Identification and Treatment
Colorado State University-Global Campus • none
Colorado State University-Pueblo • none
II. Miscellaneous Items Colorado State University • Faculty Manual Changes ➢ Section C.2.1.9.3 Membership and Organization • Faculty Activity Report AY 2021 • Approval of Degree Candidates • Degrees Awarded Report • Program Review Schedule • Promotion and Tenure
Colorado State University-Global Campus • Faculty Handbook Revision • Approval of Degree Candidates
Colorado State University-Pueblo • Faculty Handbook Changes - Committee Membership and Structure • Faculty Activity Report AY 2021 • Approval of Degree Candidates • Program Review Calendar
Board of Governors of the Colorado State University System Meeting Date: August 6, 2021 Consent Item
MATTERS FOR ACTION:
Graduate Certificate Approval
RECOMMENDED ACTION:
MOVED, that the Board of Governors approve the following Graduate Certificate:
Substance Use Disorder Identification and Treatment
EXPLANATION:
Presented by Mary Pedersen, Provost and Executive Vice President.
In order to qualify for Title IV funding, graduate certificates awarded by Colorado State University must demonstrate approval by the Board of Governors and the Colorado Department of Higher Education. If the certificate is a comprised of at least 50% existing courses the Higher Learning Commission is notified about the creation of a new certificate. If the certificate is comprised of more new courses than existing courses, approval must be obtained from the Higher Learning Commission. The certificate listed here is comprised of only one new course (25%) and the Higher Learning Commission will be notified of its approval. This certificate has received approval from the University Curriculum Committee and the Faculty Council.
CSU-Fort Collins – Graduate Certificates
Board of Governors of the Colorado State University System Meeting Date: August 6, 2021 Consent Item
Graduate Certificate:
College of Natural Sciences
Substance Use Disorder Identification and Treatment – 12 credits
The Graduate Certificate in Substance Use Disorder Identification and Treatment provides mental and behavioral health clinicians with the skills they need to identify and treat substance use disorders across the lifespan and the diverse groups that typically suffer from substance use disorders. The coursework provides specific education on empirically supported screening tools and interventions for substance use disorder, including screening, brief intervention and referral to treatment, motivational interviewing, cognitive behavioral therapy for addictions, and treating diverse populations.
Program Requirements:
PSY 613 Advanced Addiction Counseling – 3 credits
Course Description: Advanced therapies used to treat individuals with substance use disorders, with an emphasis on empirically supported treatments.
PSY 710 Advanced Addiction Treatments – 3 credits Course Description: Advanced addiction treatments and specifically Screening, Brief Intervention, and Referral to Treatment (SBIRT). SBIRT is an approach to the delivery of early intervention and treatment to people with substance use disorders and those at risk of developing these disorders across all healthcare settings. PSY 724 Motivational Interviewing – 3 credits Course Description: Motivational interviewing in the treatment of individuals with substance use disorders. PSY 726 Neuropharmacology of Addiction – 3 credits Course Description: Neurobiological basis of addiction and how addictive substances affect neurochemistry.
CSU-Fort Collins – Graduate Certificates
Board of Governors of the Colorado State University System Meeting Date: August 6, 2021 Consent Item
MATTERS FOR ACTION:
2021-2022 Academic Faculty and Administrative Professional Manual Revisions: Section C.2.1.9.3 Membership and Organization
RECOMMENDED ACTION:
MOVED, that the Board of Governors approve the proposed revisions to the
Colorado State University Academic Faculty and Administrative Professional
Manual, Section C.2.1.9.3 Membership and Organization
EXPLANATION:
Presented by Mary Pedersen, Provost and Executive Vice President.
To accommodate the changes in Section C.2.1.3.1 approved by Faculty Council on December 1, 2020 and ratified by the Board of Governors on February 5, 2021, we propose to change the eligibility for membership on Executive Committee to include contract and continuing faculty members who are serving as elected members of Faculty Council to represent their College or the Libraries on Executive Committee.
CSU-Fort Collins – Academic Faculty and Administrative Professional Manual Revision Section C.2.1.9.3 Membership and Organization
Board of Governors of the Colorado State University System Meeting Date: August 2021 Consent Item
NOTE: Revisions are noted in the following manner: Additions - underlined Deletions - overscored
ACADEMIC FACULTY AND ADMINISTRATIVE PROFESSIONAL MANUAL REVISIONS AND ADDITIONS – 2021-2022
C.2.1.9.3 Membership and Organization (last revised December 6, 2018August 6, 2021)
The membership of each standing committee is specified to fit the functions of that committee. Faculty membership on specialized standing committees shall be limited to full-time, part-time, and transitional tenure track and tenured faculty members, as well as contract and continuing faculty members who do not hold an administrative appointment of more than half-time (0.5) at the level of assistant/associate dean or above. Faculty membership on regular standing committees shall be limited to full-time, part-time, and transitional tenure track and tenured faculty members who do not hold an administrative appointment of more than half-time (0.5) at the level of assistant/associate dean or above. An exception among regular standing committees is Executive Committee, on which all elected Faculty Council representatives are eligible to represent their College or the Libraries. The Chair of the Committee on Non-Tenure-Track Faculty (or designee on the CoNTTF), administrators, administrative professionals, classified staff, undergraduate student members representing the Associated Students of Colorado State University (ASCSU), and graduate student members representing the University Graduate Student Council shall be authorized for membership on specified standing committees. A member of a standing committee who becomes ineligible shall cease to hold this position.
Each standing committee shall have a chairperson whose term of office is twelve (12) months beginning July 1. Each standing committee chairperson shall be elected by and from the membership of that committee. After members of standing committees are elected, as specified in Section C.2.1.9.4, the continuing and newly elected members of each standing committee, other than the Executive Committee, shall meet and elect a committee chairperson for the coming term before May 15. The committee members who are being replaced may attend this meeting, and they may speak, but they shall not cast votes for the new chairperson. However, if a newly elected committee member is unable to attend the meeting, then this committee member may allow the committee member that they are replacing to cast a vote for the chairperson in the new committee member’s place.
CSU-Fort Collins – Academic Faculty and Administrative Professional Manual Revision Section C.2.1.9.3 Membership and Organization
Board of Governors of the Colorado State University System Meeting Date: August 2021 Consent Item
Standing committees are expected to consult regularly with those administrators, members of the faculty, or others who can provide information necessary for effective deliberation. Each standing committee may name ex officio or associate members in addition to the ex officio and associate members specified in C.2.1.9.4. The appointments shall be reviewed by the standing committee annually. Each standing committee shall identify in its annual report to the Faculty Council its ex officio and associate members and others with whom it has regularly conferred. Ex officio members are expected to attend committee meetings regularly. All ex officio and associate members shall be non-voting, unless specified otherwise.
Standing committees shall convene subcommittees as needed to consider specific issues or perform specific tasks. These subcommittees shall exist to serve the standing committees. A subcommittee of a standing committee or advisory committee shall be chaired by a member of that committee, but may draw other members from throughout the University as appropriate.
Unless otherwise specified in the committee’s operating procedures, for transacting business at standing committee meetings, a quorum is defined as a simple majority of the voting members.
The elected chairperson of the standing committee shall serve as an ex officio voting member of the Faculty Council for the duration of the elected chairperson’s term as chairperson. The chairperson may designate a committee member to substitute as ex officio voting member provided prior notice is given to the Chairperson of Faculty Council.
CSU-Fort Collins – Academic Faculty and Administrative Professional Manual Revision Section C.2.1.9.3 Membership and Organization
Board of Governors of the Colorado State University System Meeting Date: August 5-6, 2021 Consent Item
MATTERS FOR ACTION: Revision of CSU Global Faculty Handbook
RECOMMENDED ACTION: Moved that the CSU Board of Governors approve the revised Colorado State University faculty handbook.
EXPLANATION: Presented by Dr. Paul Savory, Provost of CSU Global
In Spring 2021, CSU Global completed a detailed review and major revision of its Faculty Handbook. The revised handbook has been reviewed and approved by: 1. CSU Global Faculty Affairs Committee (reviewed) 2. CSU Office of General Council (reviewed and approved) 3. CSU Global Governance Committee (reviewed and approved)
Included is the revised handbook (CSU Global Handbook – August 2021). Additionally, the prior version (CSU Global Handbook – Oct 2019) is provided for reference.
Overall, the handbook organization, format, and structure has completely changed. Given the vast number of changes, it is not feasible to provide a “red-line” version of changes. A summary of major changes include:
1. The revision is structured into five key sections: • Section 1: Overview of CSU Global • Section 2: Faculty Appointment, Terms, and Expectations • Section 3: Administrative Structures • Section 4: Course and Teaching Operations • Section 5: Faculty Resources A key change in the revision is to place all faculty-related employment definitions and commitments into Section 2 versus throughout the handbook. The Board is being asked to approve the overall revised handbook. Given Sections 1, 3, 4, and 5 are informational for faculty and CSU Global daily operations, it is requested that only changes to Section 2 (Faculty Appointment, Terms, and Expectations) will require future board approval. This is defined on page 2 of the revised handbook. 2. Numerous unnecessary details were removed from the revision (e.g., CSU Global history, fact sheet) 3. The format, images, and overall structure were all changed in the revision.
Board of Governors of the Colorado State University System Meeting Date: August 5-6, 2021 Consent Item
4. The faculty definition is expanded to encompass all CSU Global faculty. The prior handbook focused exclusively on only adjunct faculty and did not reference other faculty roles (e.g., program directors). Specifically:
Update text from revised handbook (CSU Global Handbook – Aug 2021 version, p. 5): CSU Global appoints faculty in a range of roles such as Program Director, Senior Faculty Associate, Faculty Associate, Instructor, Adjunct Faculty, and Faculty Trainee.
Text from prior handbook (CSU Global Handbook – Oct 2019, p. 8) Colorado State University Global employs adjunct, temporary, non-tenure-track instructors and appoints adjunct instructors/ faculty on a course by course basis.
5. Text throughout was updated to reflect current CSU Global vocabulary and processes. 6. Faculty responsibilities were simplified and updated. 7. A revision to the faculty grievance process to better clarify steps, responsibilities, and timelines. 8. The academic freedom policy has been updated.
Update text from revised handbook (CSU Global Handbook – Aug 2021 version, p. 7): The rights granted by the First Amendment of the United States Constitution are applicable to faculty, both as academics and as private citizens. When speaking or writing as a private citizen, faculty should be mindful that membership in the academic community inevitably involves identification and association with the University and that the University often is judged by the actions, performance, attitudes, and expressions of its faculty. Faculty should, at all times, be accurate, exercise appropriate restraint, show respect for the opinions of others, and make every effort to indicate that they are not speaking for the institution. Faculty normally do not face a conflict between the exercise of their rights as a private citizen and their responsibilities as a faculty member, and any such conflict is controlled by applicable law. If external activities interfere with faculty responsibilities, faculty should refer to CSU Global’s Conflict of Interest Policy for more information and consult with appropriate supervisors if questions arise.
Text from prior handbook (CSU Global Handbook – Oct 2019, p. 9) The rights granted by the First Amendment of the United States Constitution are applicable to the faculty member, both as an academician and as a citizen. In exercising these rights, the faculty member speaks only as an individual, either as a professional scholar within a field of special competence or as a private citizen. Faculty members should be mindful that membership in the academic community inevitably involves identification and association with the university and that the university often is judged by the actions, performance, attitudes, and expressions of its faculty members. Faculty members normally do not face a conflict between the exercise of their rights as a citizen
Board of Governors of the Colorado State University System Meeting Date: August 5-6, 2021 Consent Item
and their responsibilities as a faculty member, and any such dispute would be controlled by applicable law. If citizenship activities interfere with faculty responsibilities, faculty members should request a leave of absence, resign from their appointment, or limit those activities to ensure a complete discharge of faculty responsibilities. Faculty members should refer to CSU Global’s Conflict of Interest Policy for more information on this matter. CSU Global Faculty Handbook (August 2021)
FACULTY HANDBOOK
August 2021
CSU Global Faculty Handbook (August 2021)
This handbook includes important information concerning faculty policies, responsibilities, and expectations at Colorado State University Global (CSU Global). THIS FACULTY HANDBOOK IS NOT A CONTRACT. While dealing with employment processes and procedures, this handbook is not intended to provide any assurance of continued employment and should in no way be construed as an employment contract between CSU Global and a faculty member.
CSU Global reserves the right to make changes to the handbook to fulfill its mission or to accommodate administrative needs in a timely fashion. This handbook is complemented by the University catalog for academic information, student policies, employment policies, University policies, and the Employee Handbook.
Revisions and changes to Section 2 of the handbook which pertain to faculty appointments, terms, and expectations requires Colorado State University Board of Governor approval. Sections 1, 3, 4, and 5 of the handbook are informational in nature and subject to revision and update without Colorado State University Board of Governors approval.
CSU Global is an Equal Opportunity employer and complies with all federal laws, executive orders, and state regulations pertaining thereto. CSU Global does not discriminate on the basis of race, color, religion, sex, genetic information, national origin, disability, age, marital status, sexual orientation, gender identity or expression or any other protected class recognized by state or federal law in admission or access to, or treatment, or employment in its programs and activities. Sexual Harassment and sexual violence are prohibited forms of sex discrimination.
Any person having inquiries concerning the University’s compliance with the regulations implementing Title VI, of the Civil Rights Act 1964, or Section 504 of the Rehabilitation Act of 1973, is directed to contact Human Resources at [email protected]. Any person having inquiries concerning the University’s compliance with the regulations of implementing Title IX of the Education Amendments of 1972, is directed to email [email protected]. Any person may also contact the Assistant Secretary for Civil Rights, U.S. Department of Education, regarding the institution's compliance with the regulations implementing Title VI, Section 504, or Title IX.
CSU Global Faculty Handbook [August 2021] Page 2 CSU Global Faculty Handbook (August 2021)
TABLE OF CONTENTS
SECTION 1: OVERVIEW OF CSU GLOBAL ...... 4 INTRODUCTION ...... 4 MISSION ...... 4 VISION ...... 4 CORE VALUES ...... 4 CONTACT INFORMATION ...... 4 SECTION 2: FACULTY APPOINTMENT, TERMS, AND EXPECTATIONS ...... 5 ROLE OF THE FACULTY ...... 5 APPOINTMENT TERMS AND CONDITIONS ...... 5 FACULTY QUALIFICATIONS ...... 6 EXPECTATIONS OF A FACULTY MEMBER ...... 6 COLLABORATION, SCHOLARSHIP, AND ACADEMIC FREEDOM ...... 7 ADHERENCE TO FERPA AND TITLE IX REQUIREMENTS AND OTHER TRAINING ...... 7 CONFLICT RESOLUTION AND FACULTY GRIEVANCE ...... 8 SECTION 3: ADMINISTRATIVE STRUCTURES ...... 9 GOVERNANCE COUNCIL ...... 9 KEY CSU GLOBAL STANDING COMMITTEES ...... 9 SECTION 4: COURSE AND TEACHING OPERATIONS ...... 10 FACULTY AND COURSE SCHEDULING ...... 10 COURSE SCHEDULING TIMELINE ...... 11 STUDENT ALERT SYSTEM ...... 11 CURRICULUM DEVELOPMENT AND COURSE MATERIALS ...... 12 ACADEMIC INTEGRITY VIOLATIONS ...... 12 CSU GLOBAL APA REQUIREMENTS ...... 12 GENERAL FACULTY TEACHING AND COURSE EXPECTATIONS...... 12 NOTIFICATION OF FACULTY ABSENCE ...... 14 STUDENT-FACULTY CONFLICTS ...... 14 FACULTY PERFORMANCE MONITORING ...... 14 SECTION 5: FACULTY RESOURCES ...... 15 FREQUENT ACADEMIC CONTACT DETAILS ...... 15 FACULTY TRAINING AND DEVELOPMENT...... 16 PROFESSIONAL DEVELOPMENT GRANTS ...... 16 FACULTY TUITION BENEFIT...... 16 FACULTY AWARDS ...... 16
CSU Global Faculty Handbook [August 2021] Page 3 CSU Global Faculty Handbook (August 2021) SECTION 1 OVERVIEW OF CSU GLOBAL
INTRODUCTION Colorado State University Global (CSU Global) is a 100% online University accredited by the Higher Learning Commission (HLC).
MISSION CSU Global is committed to advancing student academic and professional success in a global society, by providing access to dynamic education characterized by excellence, innovative delivery technologies, industry relevance, and strong stakeholder engagement.
VISION CSU Global is the premier provider of innovative, higher learning opportunities for modern learners around the world.
CORE VALUES ● Innovative Thinking: We identify opportunities to facilitate student and CSU Global success through the execution of transformative industry methods and progressive solutions that are effective, efficient, and innovative. ● Mission Focused: We drive student success in a global society through education, services, guidance, and experience. ● Professional Development: We are a learning organization that is always evolving and are committed to the professional development of our faculty, staff, and students. ● Accountability: We take ownership of performance across all levels and functions of the organization creating an excellent stakeholder experience. ● Care: We engage with care in all that we do, creating an inclusive environment to ensure that we are treating each person as an individual and respecting the needs and wants of staff, faculty, and students. ● Teamwork: We don't just talk about teamwork; we exhibit it in the way that we interact, collaborate, consult each other, resolve issues, and respect each other's contributions.
CONTACT INFORMATION Colorado State University Global 585 Salida Way Aurora, CO 80011 Phone number: 800-462-7845 Fax Number: 303-741-2084 Website: csuglobal.edu
CSU Global Faculty Handbook [August 2021] Page 4 CSU Global Faculty Handbook (August 2021) SECTION 2 FACULTY APPOINTMENT, TERMS, AND EXPECTATIONS
ROLE OF THE FACULTY The academic success of students is paramount to the mission of CSU Global. CSU Global relies on its faculty to help deliver an outstanding experience by providing professional knowledge and expertise to ensure a responsive, student-centered, and career-relevant education.
APPOINTMENT TERMS AND CONDITIONS CSU Global appoints faculty in a range of roles such as Program Director, Senior Faculty Associate, Faculty Associate, Instructor, Adjunct Faculty, and Faculty Trainee. CSU Global does not award tenure. Faculty appointments are subject to the terms and conditions set forth in this handbook and any additional terms and conditions stated in an appointment letter, the Employee Handbook, and other CSU Global employment policies. Pursuant to C.R.S. 24- 19- 104, faculty appointments are “at-will” and subject to termination by either party, at any time, although termination cannot be for a reason that is contrary to applicable federal, state, or local laws.
Violation of any of the terms, expectations, and policies as outlined in this handbook, in the Employee Handbook, or of any other CSU Global employment policies may result in immediate termination of a faculty appointment by CSU Global. CSU Global is under no obligation to follow or use progressive discipline with a faculty member. A faculty appointment continuing is contingent upon funds being appropriated, budgeted, and otherwise made available. A faculty appointment may be terminated for any reason including but not limited to: ● Mutual agreement: At any time, CSU Global and a faculty member may mutually agree to discontinue a faculty member’s appointment. ● Request of the faculty member: Faculty may resign by email notification to the appropriate faculty supervisor (e.g., Program Director, Dean of Academic Programs, Assistant Vice President for Academic Affairs) and/or human resources ([email protected]). ● Failure to meet performance expectations: Faculty who have failed to meet CSU Global’s performance expectations may be placed in a limited or an inactive status for course assignments and/or may be terminated.
CSU Global Faculty Handbook [August 2021] Page 5 CSU Global Faculty Handbook (August 2021) ● Unacceptable conduct or behavior: Faculty who have engaged in unacceptable conduct or behavior in violation of state or federal law or CSU Global policy may be placed in a limited or an inactive status for course assignments and/or may be terminated. ● Inactivity of the faculty member: Adjunct faculty who have not taught for a period of six (6) consecutive months without prior notification and approval of CSU Global may have their adjunct faculty appointment terminated.
Adjunct faculty are compensated for teaching assigned courses. Assignment of courses is as- needed and faculty should have no expectation of current or future course assignments. A course assignment can be cancelled at any time due to low enrollment, as determined by CSU Global. Similarly, the level of compensation offered for each course is based upon student enrollment and is subject to change. An adjunct faculty member should have no expectation of continued compensation beyond the academic term for which they are assigned to teach.
A faculty appointment is for an individual’s personal services to support the academic mission of CSU Global. In accepting a faculty appointment, an individual understands and agrees that they are: • Prohibited from informing, advising, disclosing, marketing, or publicizing to students enrolled in CSU Global courses the programs or offerings of other educational institutions. • Prohibited from delegating or subcontracting any part of the duties of their appointment to another person or entity without the express written approval of CSU Global. • Prohibited from abusing their standing within the University for personal or private gain.
Disputes, including but not limited to challenges, lawsuits, administrative actions or complaints, or grievances concerning an appointment shall be governed by the laws of the State of Colorado. By accepting a faculty appointment, a faculty member agrees that any such dispute shall be governed by the administrative agencies, courts, and laws of the State of Colorado.
FACULTY QUALIFICATIONS A faculty member must meet all qualifications as specified by the Higher Learning Commission. In general, a faculty member is required to be knowledgeable in their academic discipline, have a graduate-level degree, and have completed a minimum of 18 graduate hours in the field in which they teach. Prior professional experience in the academic discipline area and teaching experience is typically required by CSU Global and will be specified in any job posting.
EXPECTATIONS OF A FACULTY MEMBER Expectations of a faculty member include: • Adherence to the provisions of this handbook, the CSU Global Employee Handbook, and all CSU Global policies and processes. • Seeking to establish a relationship of mutual trust with students in an appropriate role as an intellectual guide and mentor. • Providing an environment that promotes the highest academic standards of the discipline and fostering and requiring honest academic conduct. • Assigning grades and ensuring that the evaluation and assessment of academic performance reflects each student’s true achievement by good faith application of criteria appropriate to the discipline and course.
CSU Global Faculty Handbook [August 2021] Page 6 CSU Global Faculty Handbook (August 2021) • Making every effort to be accurate, objective, and effective. • Fostering collaboration with and in support of students. • Being professional in all interactions with students and other employees. • Respecting all student feedback and comments. • Knowing all student rights and responsibility policies as set forth in the CSU Global Academic Catalog and on the CSU Global website (see, specifically, “Student Rights and Responsibilities”).
COLLABORATION, SCHOLARSHIP, AND ACADEMIC FREEDOM Faculty have certain responsibilities that derive from common membership in a community of scholars: ● Faculty have, in the exchange of ideas and criticism, the responsibility to respect the views and rights of others and the University. ● Faculty shall acknowledge the contributions of colleagues to their own work. In the evaluation of the professional performance of a colleague, a faculty member shall provide an honest and objective appraisal in accordance with established University criteria. ● Faculty shall foster collaboration with and support of colleagues. ● Faculty have a primary responsibility to strive for academic excellence in teaching and learning. When the situation warrants, a faculty member acting or speaking as a private citizen may have a responsibility to make clear that actions and utterances are entirely their own and not representative of the University or any component of the University.
The rights granted by the First Amendment of the United States Constitution are applicable to faculty, both as academics and as private citizens. When speaking or writing as a private citizen, faculty should be mindful that membership in the academic community inevitably involves identification and association with the University and that the University often is judged by the actions, performance, attitudes, and expressions of its faculty. Faculty should, at all times, be accurate, exercise appropriate restraint, show respect for the opinions of others, and make every effort to indicate that they are not speaking for the institution. Faculty normally do not face a conflict between the exercise of their rights as a private citizen and their responsibilities as a faculty member, and any such conflict is controlled by applicable law. If external activities interfere with faculty responsibilities, faculty should refer to CSU Global’s Conflict of Interest Policy for more information and consult with appropriate supervisors if questions arise.
ADHERENCE TO FERPA AND TITLE IX REQUIREMENTS AND OTHER TRAINING Faculty are required to adhere to the Family Educational Rights and Privacy Act (FERPA), a federal law that protects the privacy of student education records and governs the disclosure of student education records. The Act provides students with the right to inspect and review their own education records, the right to seek to amend education records, and the ability to limit disclosure of education records.
CSU Global is dedicated to the prevention of sexual misconduct and providing a safe campus for students, faculty, and staff. All CSU Global employees, including faculty, are required to be aware of Title IX procedures and policies to investigate complaints and address identified concerns.
CSU Global Faculty Handbook [August 2021] Page 7 CSU Global Faculty Handbook (August 2021) All CSU Global faculty are required to complete mandatory policy training at hire and yearly on topics such as ethics, FERPA, GDPR, protecting personal identifiable information, data breach prevention, and security awareness fundamentals. Faculty are directed to contact Human Resources at [email protected] with questions or for additional support.
CONFLICT RESOLUTION AND FACULTY GRIEVANCE CSU Global is committed to an environment of mutual respect. Should problems or complaints affecting a faculty member’s working conditions arise, the matter should be resolved informally through private discussion between the faculty member and the appropriate administrator. When a matter cannot be informally resolved, the following grievance process is available so that the affected parties can be heard and a prompt, fair resolution can be reached.
A grievance is a complaint based upon an alleged violation, misinterpretation, or inequitable application of any existing policies, rules, or regulations of the University. It should be noted, a policy is not grievable, only the application of a policy. Resolution of a grievance should abide by following the below course of action:
• Step 1 – Informal resolution. A faculty member is encouraged to pursue a good-faith attempt at informally resolving the issue. Outside of extenuating circumstances, an attempt at informal resolution must be initiated within ten (10) business days of an action or decision occurring.
• Step 2 – Mediated resolution. If the issue is not resolved to the satisfaction of the faculty member, the faculty member should contact the Provost. The Provost will assess the issue and appoint an appropriate individual (e.g., academic administrator, staff member, or third party) as a mediator to help resolve the issue.
The designated mediator may consult with students, faculty, staff, or administrators for information and/or clarification. The mediator will attempt to resolve the situation. This could include arranging a meeting of those involved, attending such meeting(s), and aiding in mediating a resolution. Dependent upon scheduling, the designated mediator will seek to complete the review and mediation process within ten (10) business days after being appointed by the Provost.
• Step 3 –Faculty Affairs Committee (a CSU Global standing committee) Review. If the issue is not resolved to the satisfaction of the faculty member following mediation, within five (5) business days of the completed mediation step, the faculty member may submit a written statement to the Faculty Affairs Committee stating the nature of the grievance. The statement should succinctly describe: 1) the facts as the faculty member perceives them, citing specific instances where, in the faculty member’s opinion, a violation has occurred, 2) a summary of the outcomes from prior steps of this process, and 3) the remedy sought by the faculty member. As part of its review, the committee may consult with students, faculty, staff, or administrators for information, guidance, and/or clarification. Dependent upon scheduling, the Faculty Affairs Committee will seek to review the issue and make a recommendation to the Provost within ten (10) business days. If the committee requires more time for a review, it will communicate the timeline to the Provost, and the Provost will notify the faculty member. The Provost will review the recommendation from the Faculty Affairs Committee and issue a decision. A copy of the
CSU Global Faculty Handbook [August 2021] Page 8 CSU Global Faculty Handbook (August 2021) decision will be provided to the faculty member and the Chair of the Faculty Affairs Committee.
• Step 4 – CSU Global President Review. If the issue is not resolved to the satisfaction of the faculty member, within five (5) business days of the Provost decision, the faculty member may appeal to the CSU Global President. The President will task the Academic Leadership Team (Provost and associated academic leaders) to review the issue and make a recommendation to the President within ten (10) business days. If the team requires more time for a review, the Provost will communicate the timeline with the faculty member. The President will review the recommendation from the Academic Leadership Team and issue a decision. A copy of the President’s decision will be provided to the faculty member and the Provost. The decision by the President is final and ends the grievance process.
SECTION 3 ADMINISTRATIVE STRUCTURES
GOVERNANCE COUNCIL The CSU Global Governance Council (a standing university committee) serves as the policy- making and governing body for Colorado State University Global (CSU Global) to ensure successful achievement of its mission and to assist the President with strategic direction, financial oversight and stability, and operational efficiency. The Governance Council may establish Committees to accomplish its purposes. All committees will operate under a charter that is approved by the Governance Council.
Items for Governance Council review are typically brought forward by the executive staff of CSU Global who receive notice of such items through their reporting personnel or through committee reports. However, all CSU Global faculty and staff may submit items for Governance Council knowledge, discussion, and/or approval. Items may be emailed to the Governance Council Secretary.
KEY CSU GLOBAL STANDING COMMITTEES The Governance Council has established the following CSU Global standing committees (each of which has faculty representation): • Curriculum Committee: review and approval of curriculum development and revision ensuring academic quality, curricular innovation, and relevancy to meet the evolving needs of students. • Faculty Affairs Committee: review of policies and procedures associated with faculty diversity, faculty conflict resolution, and other faculty matters as assigned by the Governance Council. CSU Global Faculty Handbook [August 2021] Page 9 CSU Global Faculty Handbook (August 2021) • Student Affairs Committee: review student-related issues, including but not limited to the Catalog, Student Policies, Student Code of Conduct, student grievances, student associations, student enrollment, student financial aid, and student advising. • Operations Committee: review policies and procedures that support the effective operation of day-to-day activities where not otherwise covered by another committee or subcommittee. • Diversity and Inclusion Committee: acknowledge, foster, and drive equity and equality in all University actions in support of its mission. The committee will provide recommendations to the Governance Council for the creation and continual accountability of policy adherence, operational and technical improvements, and overall institutional engagement to promote a diverse and inclusive culture for all students, faculty, staff, and other stakeholders.
SECTION 4 COURSE AND TEACHING OPERATIONS
FACULTY AND COURSE SCHEDULING CSU Global offers four terms (A, B, C, and D) per trimester (Fall, Winter, and Spring) divided into two overlapping tracks (Burgundy and Gold). CSU Global will establish the schedule and assignments for each course and faculty member. Course scheduling is conducted using the Faculty Management System (FMS). Faculty interact with FMS through the Faculty Portal course assignment dashboard. Faculty indicate their availability, accept course assignments, and accept the terms and agreements of teaching with CSU Global through this interface.
All courses are predicted courses and faculty are not guaranteed a particular course or section. If a course does not have any registered students, the course will not activate for the faculty to set up. Once a course is activated, a faculty member will be able to set up the course. In general, on the Thursday before a term is scheduled to begin, any classes with scheduled faculty and no registered students will be notified via email that the class will be canceled.
The Faculty Operations Specialist oversees all faculty and course scheduling through the FMS and ensures that properly credentialed faculty are scheduled to teach all courses each term. Courses are scheduled based on credentialing by Program Directors, faculty preference, seniority, and faculty performance. For questions about any course scheduling action, decision, or process, faculty should utilize the following course of action: • Email the Faculty Operations Specialist ([email protected]) with any concerns clearly outlined. Phone contact should only be made for emergency reasons (e.g., substitute needed, scheduling conflict). CSU Global Faculty Handbook [August 2021] Page 10 CSU Global Faculty Handbook (August 2021) • If the issue is not resolved satisfactorily, a faculty member should notify the respective Program Director by email with a formal written request stating succinctly the nature of the concern. • If not satisfied with the response of the Program Director, a faculty member may submit a written appeal, stating succinctly the basis for the appeal to the Assistant Vice President for Academic Affairs. The decision of the AVP for Academic Affairs or designee is final.
COURSE SCHEDULING TIMELINE
Timeline Activity Approximately 3 weeks prior to term start A faculty member must indicate their availability to teach courses for the upcoming term Approximately 2 weeks prior to term start Course assignment(s) made to a faculty member Within 48 hours of offer Faculty member accepts or declines course assignment(s) 24 hours after acceptance or at course Course shell pushed to Canvas learning activation management system (LMS) 7 days before term start or 48 hours after Faculty member completes course set-up course activation activities, to include welcome announcement, all faculty contact information and a thorough quality check/review of course content and links Thursday before term start Course potentially cancelled if low enrollment; faculty member will be notified via email. Friday before term start Student “Open House” – students have access to course
STUDENT ALERT SYSTEM Faculty are the most immediate connection with CSU Global students. It is imperative that a faculty member follow up on a regular basis with students not demonstrating success, particularly at the beginning of the term. Ensuring student retention is a priority for all employees of CSU Global. The online environment can pose some challenges for students. A frequent issue is a sense of isolation or disconnect from the learning environment, which can lead to a lack of motivation, low success rates, or low levels of satisfaction.
Faculty should utilize the Student Alert System located on the Faculty Portal to report: • student non-attendance or non-participation • a concern or issue regarding student conduct • a student falling behind in their coursework • being notified by a student of a significant life event • potential plagiarism and academic integrity issues
Using the Student Alert System can help students succeed by allowing CSU Global to activate resources who can connect with, guide, and support a student.
CSU Global Faculty Handbook [August 2021] Page 11 CSU Global Faculty Handbook (August 2021)
CURRICULUM DEVELOPMENT AND COURSE MATERIALS CSU Global courses are developed by a team of faculty and instructional designers working collaboratively to produce the highest standard of curriculum. The curriculum development process is student centered and faculty driven. Courses are pre-designed and pre-loaded on the Canvas learning management system (LMS) platform. All required materials, including reading assignments, are in place as are the APA requirements for undergraduate and graduate courses. Additionally, all critical thinking assignments, exercises, quizzes, and other components of the course are designed and built into each course. This practice ensures consistency of program and course learning outcomes across course offerings. Weekly critical thinking assignments are linked to program outcomes and tracked and assessed via the LMS. Faculty should not alter assignments without approval from their Program Director.
ACADEMIC INTEGRITY VIOLATIONS Faculty are encouraged to take positive, proactive measures to encourage academic integrity. Discovered instances of dishonesty in examinations and coursework will be addressed as serious violations of University policy. A detailed statement of policies and expectations for academic integrity is made available to all students. A faculty member should report instances of academic integrity violations via the Student Alert System.
Note: Plagiarism by a faculty member is a serious violation and may be cause for termination.
CSU GLOBAL APA REQUIREMENTS CSU Global requires faculty and students to use APA 7 (American Psychological Association) as the formatting style for essays and papers. More information can be found at the Center for Teaching Excellence accessible from the Faculty Portal.
GENERAL FACULTY TEACHING AND COURSE EXPECTATIONS As part of teaching a course, faculty are required to meet the following expectations:
Course Setup (prior to course open house) The Friday prior to the first day of class, the course becomes available for students to review (“Open House”). All faculty setup work should be completed at least 48 hours prior to the open house. Failure to complete the setup for a course may result in the assigned course(s) being reassigned. Setup work includes: • Welcome announcement (including all faculty contact information) and a thorough quality check/review of course content and links completed (e.g., no broken links, no formatting issues, no missing materials). A faculty member should submit a course support ticket from the Faculty Portal for any issue that is found. • Obtain any needed course materials before the start of the course. Faculty are provided with information about the required textbooks/materials for each course in the Faculty Information folder of each course and should order books directly from the publisher. Contact information for textbook publishers and steps to order materials are located at the Center for Teaching Excellence which is also accessible from the Faculty Portal. • Ensure that the faculty profile with biography, contact information, and office hours is accurate and posted.
CSU Global Faculty Handbook [August 2021] Page 12 CSU Global Faculty Handbook (August 2021) Teaching the Course (during the term) The academic week at CSU Global begins on Monday and ends the following Sunday. CSU Global has designed programs and courses around best practices in modern learner and online learning theory. Courses are typically offered in an eight (8) week format. It is expected that students will gain maximum benefit from courses and stay on pace for successful completion when they are participating fully in each week’s activities and assignments according to the course schedule. The CSU Global late policy (as defined in each course syllabus) supports maximum classroom success. Students are actively involved in their courses throughout the week, and it is expected that faculty be as well. Faculty members are expected to: ● Engage fully with students in assigned academic course(s). This includes active course participation, being responsive to students, and supporting their success. ● Conduct course(s) as designed through the Canvas learning management system. ● Post weekly course updates and announcements. ● Maintain and submit accurate and timely reports for student grades. • Adhere to all CSU Global faculty expectations regarding engagement in the course through the discussion board and in comments and feedback to students on assessments. The expectations are specified at the Center for Teaching Excellence which is also accessible from the Faculty Portal. ● Provide personalized and substantive feedback on all student submissions and assignments within CSU Global guidelines. ● Respond promptly to student, Program Director, and University emails, phone calls, and inquiries per the expectations specified in the faculty position job description. ● Submit course tickets for any course issue. ● Actively assist the University in retention efforts such as reporting to the Academic Success Office any concerns regarding student engagement. ● Support University assessment efforts for the course and program. ● Host live class sessions, as required.
Completion of a Course (end of the term) ● Final grades must be submitted by midnight (Mountain Time) Thursday following the end of the term. ● A point value of zero must be entered for all assignments that were not submitted. A faculty member should review the gradebook in its entirety to be sure that the values are correct. ● Accumulated points determine the student’s final letter grade and must be calculated based on the grading scale in the course syllabus. The final grade must be equivalent to the points earned. ● Carefully proofread to ensure that the grades entered are consistent with the grading scale. ● Consider student requests for ‘Incomplete’ grades when extenuating circumstances prevent the student from timely completion of coursework. CSU Global faculty may grant an Incomplete to a student who has the potential to earn a passing score for the course based on work submitted during the first five weeks of class and potential points from assignments included in the request to complete work from weeks 6-8. ● Encourage students to complete the End-of-Course Evaluation. This provides CSU Global with valuable information to improve the student experience.
CSU Global Faculty Handbook [August 2021] Page 13 CSU Global Faculty Handbook (August 2021) ● Student retention can be improved by concluding final student communications on an exceptionally positive note. It is suggested that faculty should thank their students for their participation and express a desire to see them continue pursuing their educational goals.
Faculty End-of-Course Survey (completion of a term) Faculty feedback is critical to continuously improving the quality of CSU Global’s curriculum. Faculty are asked to complete an end-of-course survey and provide feedback to the Program Director regarding the course, their experience, and suggestions for improvement.
NOTIFICATION OF FACULTY ABSENCE Faculty are required to notify the Faculty Operations Specialist ([email protected]) if they will be unable to participate in an assigned course(s) for more than 36 hours. In the case of an emergency, notify the Faculty Operations Specialist as soon as possible. Failure to notify the Faculty Operations Specialist may be considered abandonment of duties and are grounds for corrective action up to and including termination of employment. At its sole discretion, CSU Global may substitute the instructor with another credentialed faculty member. CSU Global will determine the best approach for ensuring that impact on the student experience is minimized. Compensation for faculty leave may be available. Faculty should review their available hours in the CSU Global HR system (i.e., UltiPro).
STUDENT-FACULTY CONFLICTS If a conflict should arise in the relationship between a faculty member and a student, whether related to personal matters, instructional materials, or teaching methods, the faculty member and student should attempt to resolve the conflict informally through direct communication. It is paramount that the faculty member remain professional in these communications, even if the student is not. If the conflict is not resolved, the faculty member should submit a student alert in the Faculty Portal providing details of the situation and what previous attempts were made to resolve the conflict. The faculty member should also contact their supervisor (e.g., Program Director, or Assistant Vice President for Academic Affairs) for guidance and support.
FACULTY PERFORMANCE MONITORING CSU Global is committed to maintaining the highest faculty standards dedicated to instructional excellence and strict adherence to institutional, and more specifically, student expectations. When faculty meet institutional expectations, the student and faculty experience is greatly enhanced.
Faculty performance is continually monitored to ensure that expectations are being met. Monitoring is done using a range of approaches including data received through analytic tools, review of courses and data from the Canvas learning management system, student course ratings, student complaints, and general feedback.
If faculty performance is below expectations, a faculty performance deficiency notice will be shared with a faculty member identifying and documenting areas of concern or gaps in instructional performance. This notice allows a faculty member the opportunity to
CSU Global Faculty Handbook [August 2021] Page 14 CSU Global Faculty Handbook (August 2021) demonstrate improvement. As outlined in Section 2 of this handbook, CSU Global is under no obligation to follow or use progressive discipline with a faculty member.
SECTION 5 FACULTY RESOURCES
FREQUENT ACADEMIC CONTACT DETAILS • Faculty Portal: Review the Faculty Portal for FAQs, training, how to videos, and links to other resources. • Course Support: Click the Course Support button in the Quick Links section of the Faculty Portal or email ([email protected]). Contact this office to report issues related to course corrections (e.g., broken links, formatting issues, and courses unavailable). For curriculum questions relating to course content, please contact the respective Program Director. • Faculty Support: Faculty should consult the Faculty Portal for links to information, additional resources, and support. Use [email protected] for questions not answered on the faculty portal. • Technology Help Desk: Chat, call, or create a ticket though the Faculty Portal. Contact for 24/7 support on all technology related questions (i.e., computer, browser, links, login, and password issues). • Human Resources: Review the University and faculty information Quick Links on the Faculty Portal or guidance. Use [email protected] for questions not answered on the faculty portal. • Library: Email [email protected] for questions on research and library collections, library subscription database functionality, copyright compliance, and citations help. • Payroll: Faculty compensation and personal information can be accessed and updated through the HRIS (human resource information system) self-serve (under Quick Links in the Faculty Portal). Adjunct faculty are paid for a term of instruction in two monthly installments following the start of the assigned course. Payroll is direct deposited on the last working day of the month. If further assistance is required, contact payroll at [email protected]. • Program Directors: Program Directors work collaboratively with CSU Global academic staff and leadership to provide discipline-specific curricular expertise. They make recommendations to the Provost, Academic Leadership Team, Curriculum Committee, and staff on curricular structure, integrity, and currency of programs, courses, grading rubrics, and continuity for existing and new programs. Program Directors are responsible for credentialing faculty for their assigned programs. Questions, issues, and feedback CSU Global Faculty Handbook [August 2021] Page 15 CSU Global Faculty Handbook (August 2021) concerning course content and curriculum matters should be communicated to the appropriate Program Director. • Registrar: Email [email protected] for questions concerning grade changes, student seeking incompletes, late policy questions, student attendance, and any other concerns regarding student grades. • Student Affairs: Contact Student Affairs at [email protected] for questions concerning grade appeals, plagiarism policy, resolution of student issues, and academic progress such as SAP (student academic progress) Warning, probation, and suspension. • Student Disability Service: Contact [email protected] for questions concerning accommodations for students or faculty under the Americans with Disabilities Act. • Student Success Support: Student Success Counselors coordinate programs and activities designed to promote student academic and personal success at CSU Global. Student Success Counselors work in partnership with faculty regarding issues and concerns with students. These issues include, but are not limited to, students with disabilities, behavioral issues, academic assistance for struggling or at-risk students, consultation regarding student policies and processes, and grade appeals. Faculty can submit concerns and student issues via the Student Alert System located in the Faculty Portal. Once an alert is generated, advisors and managers will follow up with students. • The Center for Teaching Excellence provides information to support teaching, links to academic services, and resources for faculty development. The Center can be accessed through the Faculty Information Folder in every course and directly via the Faculty Portal.
FACULTY TRAINING AND DEVELOPMENT CSU Global provides faculty training and professional development opportunities designed to strengthen instructional quality and to cultivate a community of faculty who are regionally and nationally recognized as experts in the field of online education. More information can be found in the “Faculty Development Library” in the Center for Teaching Excellence which is accessible via the Faculty Portal.
PROFESSIONAL DEVELOPMENT GRANTS CSU Global seeks to promote, fund, and encourage faculty professional growth and discovery of new knowledge and currency in the field through participation in seminars, conferences, and presentations. For information on professional development grants, visit the Center for Teaching Excellence.
FACULTY TUITION BENEFIT Faculty who have taught for at least four terms and are in good standing can request approval for a tuition benefit to participate in any CSU Global course in the academic catalog. A form is available via the Faculty Portal.
FACULTY AWARDS Each year, the CSU System Board of Governors presents one Outstanding Graduate and one Outstanding Undergraduate Teaching Award to two faculty from each of the three CSU campuses. At the discretion of the leadership of CSU Global, additional faculty recognition awards may be conferred each academic year.
CSU Global Faculty Handbook [August 2021] Page 16 FACULTY HANDBOOK A Guide to Faculty Expectations and Performance for Online Teaching
[email protected] Effective October, 2019
CSU Global
THE FACULTY HANDBOOK IS NOT A CONTRACT. Nothing contained herein creates a contract between the institution and the faculty. However, it includes important information concerning faculty policies, responsibilities and expectations at Colorado State University Global (CSU Global). CSU Global reserves the right to make changes to the handbook to fulfill its mission or to accommodate administrative needs in a timely fashion. CSU Global is an Equal Opportunity/Affirmative Action Employer and complies with all federal laws, executive orders, and state regulations pertaining thereto. CSU Global does not discriminate on the basis of disability, race, color, religion, national origin, age, or sex.
2 Colorado State University Global | CSUGlobal.edu Faculty Handbook PREFACE
Welcome to Colorado State University Global! We are excited that you are joining us in our efforts to deliver an outstanding online learning experience for our students. We rely on your special knowledge, expertise, and skills to provide a responsive, student-centered, and career-relevant education to our students. Colorado State University Global (CSU Global) is a 100% online university accredited by the Higher Learning Commission, one of six regional accrediting bodies in the U. S. As you may know, the online environment can pose some challenges for students. Perhaps the most frequent challenge for students in the online platform is a sense of isolation or disconnect from the learning environment, which can lead to a lack of motivation, low success rates, and low levels of satisfaction. The most effective way to avoid isolation is to engage students with an interactive, supportive, student centered environment. This is where the most important role of the faculty member comes into play. Because we are deeply committed to the success of each student, we have developed a set of faculty expectations that are focused on interaction, responsiveness, meaningful feedback, and effective classroom management. We want to thank you in advance for your commitment to CSU Global and our students.
OUR MISSION
CSU Global is committed to advancing student success in a global society, investing in human capital, expanding the state economy, and enhancing the quality of life for citizens in the state of Colorado and beyond by providing access to dynamic degree programs characterized by academic excellence, innovative delivery technologies, and strong stakeholder engagement.
OUR VISION
CSU Global is the premier provider of innovative, higher learning opportunities for nontraditional students in Colorado and beyond.
CORE VALUES
• Mission Focused: We drive student success in a global society through education, services, and support.
• Innovative Thinking: We identify solutions to facilitate student and CSU Global success through nontraditional industry methods and progressive solutions that are effective, efficient, and innovative.
• Accountability: We are responsible for our own actions, for those of our department, and for our university as we strive to be amazing.
• Collaboration: We don’t just talk about teamwork; we exhibit it in the way that we interact, consult each other, resolve issues, and respect each other’s contributions.
• Learning and Growth: We are a learning organization that is always evolving and is committed to continual improvement.
• Professionalism: We treat all others as we wish to be treated, and as we wish to be defined by others.
3 OUR HISTORY
CSU Global is one of three distinct campuses of the larger public Colorado State University System. The two sister University campuses include the original campus of Colorado State University located at Fort Collins (CSU) and Colorado State University-Pueblo (CSU-Pueblo). CSU and CSU-Pueblo are primarily residential campuses serving traditional students with each holding regional accreditation from the Higher Learning Commission (HLC). Located in Greenwood Village, Colorado, CSU Global is by design a 100% online university for nontraditional adult learners who are unable to matriculate at a traditional campus due to geographic, work, or family challenges. CSU Global was established on August 24, 2007, by the Colorado State University System (CSUS) Board of Governors with a central goal of meeting the educational needs of adult learners. Thereafter, CSU Global was legally sanctioned as a third, independent University on March 18, 2009, when Colorado’s Governor Ritter signed into law the State of Colorado Senate Bill 09-086 declaring the establishment of the CSU Global as an online university component of the Colorado State System. CSU Global has offered undergraduate (baccalaureate) degree completion programs as well as graduate master’s degree programs since September 2008. The university has granted over 300 degrees under extended accreditation from its sister campus, and on June 30, 2011 the university was granted its independent accreditation from the Higher Learning Commission of the North Central Association of Colleges and Schools
FACT SHEET
Status • The first and only statutorily-defined fully online and regionally accredited public university in the U.S. • The third independent university in the Colorado State University System. • Designed to provide the convenience and market approach found in the private, for-profit universities but guided by the accountability of a public university with high quality, high demand regionally-accredited degree programs at a low tuition cost. • A mission focused on helping the more than 900,000 Colorado adults and the more than 57 million U.S. adult learners aged 25-64 years who have some higher education credit but have not earned a degree. The university also offers professionally oriented master’s degrees to students looking for a 100% online experience at a public institution. Students are located in Colorado, in all U.S. states and territories, and in more than 15 countries worldwide. The student body also includes many active duty military, veterans, and their dependents.
Stakeholders • Faculty members are adjunct and trained by the university to address the unique needs of adult learners. CSU Global has a 92% faculty retention rate and faculty who are academically qualified (84% with doctoral/terminal degrees and 90% with industry-experience in their areas of expertise). • Student resources include 24/7 services for tutoring, library, and technical support. • Average student age is 35 years old. • From 200 students in the first class of September 2008, CSU Global now serves approximately 20,000 students with new students added every month. • Eight-week terms and monthly starts accelerate time-to-completion.
4 Colorado State University Global | CSUGlobal.edu Faculty Handbook Position • CSU Global does not receive state appropriations and is currently operating exclusively off its own cash flow. • Fixed, low tuition rate throughout a student’s degree program; no student fees. • Adult-student focused; learning outcomes focused on theory, knowledge and skills to secure employment and improve job performance.
Success • Student end-of-course and third-party surveys reflect a high degree of satisfaction that exceeds higher education industry norms. • As of Spring 2018 CSU Global has conferred 13,487 degrees (9,291 undergraduate and 4,196 graduate). • Student achievement on program learning outcomes is measured electronically each term; through its unique assessment tools, CSU Global can document the learning of every student on program and institutional outcomes.
5 CONTACT INFORMATION
Colorado State University Global 585 Salida Way Aurora, CO 80011 Fax Number: 303-741-2084 Website: CSUGlobal.edu
FACULTY SUPPORT
Please use [email protected] as your primary contact. If you are experiencing any issues such as course scheduling, payroll, or if you just have any general questions use this email to seek assistance. Please visit the Faculty Portal for information on FAQs, training, how to tutorials, and overall faculty communication and support.
ADDITIONAL SUPPORT CONTACTS
Advisors and Student Support: Record and submit concerns and student issues via the Student Alert System located in the Faculty Portal. Once an alert is generated, advisors and managers will follow up with students.
Course Support: Click the Course Support button in the Quick Links section of the Faculty Portal or email [email protected]. Contact this office for questions related to course corrections (i.e. broken links, formatting issues, and courses unavailable). For course content issues, contact your Program Manager and/or Assistant Provost to identify areas requiring course re-development (minor or major).
Help Desk: Chat, call, or create a ticket at https://supportcenter.embanet.com/CSUGlobal. Contact for 24/7 support on all technology related questions (i.e. computer, browser, links, login, and password issues).
Human Resources: Information regarding your retirement can be accessed by contacting the company affiliated with your individual plan. See the Faculty Portal for more guidance. For general Human Resource information, contact our HR Department at [email protected].
Librarian: Email [email protected] for questions on research and library collections, library subscription database functionality, copyright compliance, and citations
Payroll: For information regarding payroll, first access your account within UltiPro. If further assistance is required, contact payroll at [email protected].
Registrar: Email [email protected] for questions concerning grade changes, Incomplete contracts, late policy questions, student attendance, and any other concerns regarding student grades.
Student Affairs: Contact Student Affairs at [email protected] for questions concerning Grade Appeals, Plagiarism policy, Resolution of student issues, and Academic Progress such as SAP Warning, Probation, and Suspension.
Student Disability Service: Contact [email protected] for questions concerning ADA.
Tech Support: Click the 24/7 Tech Support button in the top right hand corner of the Faculty Portal. Contact this office for support on all technology related questions (reset an email or portal password). For curriculum questions relating to course content, please contact your Program Manager.
6 Colorado State University Global | CSUGlobal.edu Faculty Handbook TABLE OF CONTENTS
Preface ...... 3 Information Alignment...... 14 Our Mission ...... 3 Turnitin Adaptive, and Other Technologies...... 14 Our Vision ...... 3 Faculty Expectations (continued) Core Values ...... 3 Discussion Forum...... 14 Our History ...... 4 Gradebook...... 14 Fact Sheet ...... 4 During the Term...... 15 Status ...... 4 Participation...... 15 Stakeholders ...... 4 Grading...... 16 Position ...... 5 End of Term...... 17 Success...... 5 Final Grades...... 17 Contact Information...... 6 Incomplete...... 18 Faculty Support...... 6 Course Evaluations...... 18 Additional Support Contacts...... 6 Wrap-Up...... 18 Program Emails...... 6 Faculty Course Survey...... 18 Faculty Roles and Responsibilities ...... 8 Faculty Substitution Procedure...... 18 Faculty Roles ...... 8 Faculty Performance Enhancement Program...... 18 Appointment Terms and Conditions ...... 8 I. Candidate Faculty Performance Evaluation...... 19 Teaching and Learning ...... 8 II. CSU Global Faculty Performance Monitoring Relationship with Administration and Enhancement Review...... 19 and Colleagues ...... 9 III. Performance Enhancement Plan and Process, Faculty Responsibilities ...... 10 Deficiency Notices, and Faculty Curriculum Development and Materials ...... 10 Performance Enhancement Plan (PEP)...... 19 CSU Global Guide to Writing IV. Faculty Grievance and Inactivation ...... 20 and APA Requirements ...... 10 Policies and Procedures ...... 21 Use of Supplementary Course Materials ...... 11 Conflict Resolution ...... 21 Student Outreach ...... 11 Termination Policy ...... 21 Faculty Operations ...... 11 Other Polices and Procedures ...... 22 Faculty Qualifications ...... 11 Committees ...... 22 Faculty Training ...... 11 Academic Support and Services ...... 23 Professional Development ...... 11 Assistant Provosts ...... 23 Faculty Tuition Benefit ...... 11 Program Managers ...... 23 Faculty Awards ...... 12 Director of Faculty Professional Development .... 23 Course Scheduling ...... 12 Faculty Operations Specialist ...... 23 Course Scheduling Questions...... 13 Faculty Mentors ...... 23 Faculty Expectations ...... 13 Faculty Facilitators ...... 24 Pre-Term Procedures ...... 13 Director of Assessment ...... 24 Faculty Profile ...... 13 Student Success Counselors ...... 24 Post Contact Information and Office Hours - Librarian ...... 24 ‘Pinned Announcement’...... 14 Payroll ...... 24 Welcome Announcement - Update...... 14
7 FACULTY ROLES AND RESPONSIBILITIES
FACULTY ROLES
Paramount to the mission of CSU Global is the academic success of our students. Our faculty members are the foundation of instructional excellence and a cornerstone of student success. CSU Global faculty members value interaction, facilitation, quality instruction, teaching excellence, as well as making a difference in the lives of students.
Appointment Terms and Conditions
Colorado State University Global employs adjunct, temporary, non-tenure-track instructors and appoints adjunct instructors/ faculty on a course by course basis. Your appointment is considered an administrative professional appointment, and is subject to the terms and conditions set forth in this handbook as well as any additional terms and conditions stated in an appointment letter. Pursuant to C.R.S. 24- 19-104, your position is deemed to be “at- will” and your appointment is subject to termination by either party at any time, although termination cannot be for a reason that is contrary to applicable federal, state, or local laws. Additionally, such appointment or any part of the appointment may be terminated in the event that student enrollment does not meet minimum course and section requirements as determined by CSU Global. Your appointment is also contingent upon funds being appropriated, budgeted, and otherwise made available. If you are currently completing the Faculty Certification Course (FCC100) training, this appointment is contingent upon completion of the training and approval by the Director of Faculty Professional Development; first courses are considered probationary and future course appointments are contingent upon continuous evaluation.
Appointments may also be terminated if the faculty member/instructor does not meet the performance expectations outlined in the Faculty Handbook. This appointment is for your personal services as an Instructor for CSU Global. By accepting this appointment, you understand and agree that you are prohibited from informing, advising, disclosing, marketing or publicizing to students enrolled in CSU Global courses, the courses, programs or offerings of other educational institutions. Further, you understand and agree that you may not delegate any of your duties as an Instructor or subcontract any part of the performance required by this appointment. Violation of these terms and conditions may result in immediate termination of your appointment by CSU Global. No compensation or other form of remuneration shall be owed or paid to you upon or after termination of this appointment, except for compensation earned prior to termination and prorated to the date of termination.
The term identified on the portal is for administrative purposes only and does not represent an employment agreement for a term or for an indefinite period. This appointment will terminate automatically at the end date of the term, unless earlier terminated by CSU Global upon written notice to you. Disputes, including but not limited to challenges, lawsuits, administrative actions or complaints, or grievances concerning this appointment shall be governed by the laws of the State of Colorado; by accepting your appointment, you as the faculty member agree that any such dispute shall be venued only in the administrative agencies and the courts of the State of Colorado.
Teaching and Learning
Teaching and learning are the focus of CSU Global. Because the faculty’s role in the educational process is primary and central, each faculty member has the responsibility to make every effort to be accurate, objective, and effective. In the online classroom, the teacher shall address topics and present materials consistent with the teaching assignments as defined in the approved course objectives.
The faculty member has the responsibility to encourage students in their pursuit of lifelong learning by providing an environment that promotes the highest academic standards of the discipline. To accord students respect as individuals, the faculty member shall seek to establish a relationship of mutual trust and the appropriate role as an intellectual guide, counselor, and mentor, both in and out of the classroom. If problems arise in the relationship between faculty and student,
8 Colorado State University Global | CSUGlobal.edu Faculty Handbook whether on personal matters, on instructional materials, or on methods, teacher and student shall attempt to resolve them in an informal and direct discussion as well-intentioned, reasonable persons before escalation. If the problem is not resolved, the faculty member should create a student alert providing details of the situation and what previous attempts were made to resolve the issue(s).
The faculty member has the responsibility not to exploit students for private advantage; the faculty member should avoid any form of discrimination or harassment, with the understanding that racism, sexism, and other bias preclude the establishment of effective learning.
The faculty member has the responsibility to foster and require honest academic conduct. The faculty member has authority and responsibility for grades and shall ensure that the evaluation and assessment of academic performance reflect each student’s true achievement by good faith application of criteria appropriate to the field of study and the course. Faculty members have the responsibility to observe the university policies regarding such matters as the statement of course objectives, examination policy, office hours, course evaluations, and provisions of this Faculty Handbook and other policies.
Relationship with Administration and Colleagues
As colleagues, faculty members have responsibilities that derive from common membership in a community of scholars. Faculty members have, in the exchange of ideas and criticism, the responsibility to respect the views and rights of others and the university. Faculty members shall acknowledge the contributions of colleagues to their own work. In the evaluation of the professional performance of a colleague, the faculty member shall provide an honest and objective appraisal in accordance with established university criteria.
The faculty member shall foster collaboration with and support of colleagues. Acts of racism or sexism, including harassment and other forms of bias and discrimination, violate university policies, and are unacceptable.
As members of the CSU Global community, faculty members have a primary responsibility to strive for academic excellence in teaching and learning. When the situation warrants, faculty members acting or speaking as citizens have a responsibility to make clear that actions and utterances are entirely their own and not those of the university or any component of the university.
The rights granted by the First Amendment of the United States Constitution are applicable to the faculty member, both as an academician and as a citizen. In exercising these rights, the faculty member speaks only as an individual, either as a professional scholar within a field of special competence or as a private citizen. Faculty members should be mindful that membership in the academic community inevitably involves identification and association with the university and that the university often is judged by the actions, performance, attitudes, and expressions of its faculty members. Faculty members normally do not face a conflict between the exercise of their rights as a citizen and their responsibilities as a faculty member, and any such dispute would be controlled by applicable law. If citizenship activities interfere with faculty responsibilities, faculty members should request a leave of absence, resign from their appointment, or limit those activities to ensure a complete discharge of faculty responsibilities. Faculty members should refer to CSU Global’s Conflict of Interest Policy for more information on this matter.
9 FACULTY RESPONSIBILITIES
Faculty members have the obligation and responsibility to perform their duties in accordance with CSU Global Faculty Expectations and to help the university maintain academic excellence and realize its goals. Faculty members have the ethical responsibility to respect all student feedback and comments submitted anonymously and to not attempt to single out or respond to the student in such instances.
Knowledge and Scholarship/ Expertise
• Knowledge of subject matter, currency of knowledge, breadth of topical expertise. • Demonstration of current professional activities and scholarship related to teaching field. Preparation and Instructional Delivery • Completion of FCC100 Applicant Onboarding. • Successful completion of First Course Mentoring • Relevancy and efficacy of examples, discussions, and exercises; responsiveness to student inquiry. • Integrate active mastery learning instructional strategies and tools as appropriate such as critical thinking, exploration, and technology. • Facilitate learning by creating an appropriate learning environment for adult online learners in an accelerated setting. • Review outcomes assessment data and demonstrate that changes/ improvements are made, based on assessment data results, in teaching methodology, instructional strategies, etc. to enhance student learning. Participation and Feedback • Demonstrate energy, attitude, and enthusiasm; engagement of students. • Demonstrate responsiveness, timely communications with students, and presence in course. • Assess the learning outcomes of students utilizing the assignment rubrics, and through multiple assignments, projects, and online discussions. • Provide extensive and substantive feedback to every student assignment. Feedback should be appropriate to assignment outcomes and student progress, and include constructive, directive, evaluative, descriptive techniques. Online Course Management • Participation and contribution, time management, completion of the assigned curriculum. • Demonstrate skills in managing administrative functions of course management, including posting materials in time for “open house” period, maintaining organized discussions, timely submitting of grades, and compliance with administrative procedures and academic policies. Cultural/Environmental Contribution • Support for the CSU Global mission, including participation in retention efforts and activities related to the achievement of student outcomes, collegial relations, and participation in student support. Continued Professional Development • Participate in at least 50% of all faculty meetings. • Participate in at least one Faculty Development Training annually. • Participation in mentoring as requested. • Participation in the Faculty Enhancement Review process.
Curriculum Development and Materials
All CSU Global, courses are developed by a team of faculty and instructional designers working collaboratively to produce the highest standard of curriculum. The curriculum development process is student-centered and faculty driven. Courses are pre- designed and pre-loaded on the LMS platform. All required materials, including reading assignments, are in place as are the APA requirements for undergraduate and graduate courses. Additionally, all critical thinking assignments, exercises, quizzes, or any other component of the course are designed and built into each course. This practice ensures consistency of program and course learning outcomes across course offerings. All courses are based on a 1000 point system. Weekly critical thinking assignments are linked to program outcomes and tracked via our learning management system. Faculty members should refer to Course Support or their respective Program Managers for more information.
CSU Global Guide to Writing and APA Requirements
The CSU Global Guide to Writing and APA and course rubrics are required for grading assignments in courses (unless otherwise specified). Students and faculty can access the Guide through the CSU Global Library and the CSU Global Writing
10 Colorado State University Global | CSUGlobal.edu Faculty Handbook Center. If you have any questions, contact the Librarian at Library@CSUGlobal. edu. Use of Supplementary Course Materials All supplementary course materials (i.e., YouTube videos, promotional materials) must be approved for use in the course by the Assistant Provost of the School prior to its use. Faculty members have the responsibility not to abuse their standing within the university for personal or private gain nor for personal or private business.
Student Outreach
The majority of CSU Global students are busy working adults. School is a priority, but there is also the reality that when family and work issues arise, those will take precedence. CSU Global recognizes these realities, and can therefore give strength and motivation to students who have slipped behind. They can reach out and help provide students with a path to catch up. Faculty members are the most immediate connection with students. It is imperative that the faculty member follows up on a regular basis with students not demonstrating success; particularly at the beginning of the term. As the term progresses, we encourage you to keep an eye out for students who miss assignments or disappear from the class.
Faculty should utilize the Student Alert System located in the Faculty Portal to report potential plagiarism and academic integrity issues, to report non-attendance or non-participation, and to raise concerns regarding student conduct. Filing a Student Alert can help students succeed. Faculty members who have a student who is struggling academically, falling behind in their work, has had a plagiarism issue, has notified the faculty member of a life event, etc. should file the appropriate Student Alert so that all stakeholders are notified of the concern. Faculty members should report any issues with the Student Alert System to Tech Support as soon as they are discovered.
FACULTY OPERATIONS
FACULTY QUALIFICATIONS
In general, faculty members are required to be experts in their area, have a terminal degree, and have a minimum of 18 graduate hours in the area they teach. Prior professional experience in the area of expertise and teaching experience is required of all faculty members. Faculty members should refer to CSU Global's Faculty Qualification Policy for more information on this matter.
FACULTY TRAINING
As part of our mission to employ, develop, and retain high quality faculty, CSU Global provides faculty training and professional development opportunities designed to strengthen instructional quality and to cultivate a community of faculty who are regionally and nationally recognized as experts in the field of online education. For a schedule and descriptions of options, visit the Center For Teaching Excellence.
PROFESSIONAL DEVELOPMENT
Our outstanding faculty is a core component of our mission to advance student success and academic excellence as the premier provider of innovative, higher learning opportunities. To ensure that we uphold the highest standards, we work in conjunction with our faculty members to promote, fund, and encourage their professional growth and discovery of new knowledge and currency in the field through seminars, conferences, and presentations. For information on professional development grants, visit the Center For Teaching Excellence.
FACULTY TUITION BENEFIT
Faculty members who have taught for at least 4 terms and are in good standing can also request approval for a 25% tuition benefit to participate in any CSU Global course in the academic catalog. Click here for the Faculty Tuition Benefit Form.
11 FACULTY AWARDS
Each year, the CSU System Board of Governors presents one Outstanding Graduate and one Outstanding Undergraduate Teaching Award to two faculty from each of the three campuses. At the discretion of the leadership of CSU Global, additional faculty recognition awards may be conferred each academic year.
COURSE SCHEDULING
CSU Global will establish the schedule and assignments for each class and faculty member. Course scheduling is conducted using the faculty management system (FMS). Faculty members interact with the FMS through the faculty portal's course assignment dashboard. Faculty members indicate their availability, accept course assignments, and accept the terms and agreements of teaching with CSU Global through this interface. CSU Global offers four terms per trimester divided into two overlapping tracks (Burgundy and Gold).
Courses are required to be setup eight days before the term start. Failure to do so may result in the course(s) being reassigned. Faculty members are required to obtain course materials before the start of the course. Faculty members are provided with information about the required textbooks/materials for each course in the Faculty Information folder of each course and should order books directly from the publisher. Contact information for textbook publishers and steps to order materials are located on the Center For Teaching Excellence.
DAYS PRIOR TO ACTIVITY Timeline Activity
Approximately 3 weeks prior Teaching Availability Due
Approximately 2 weeks prior Courses Offered
Within 48 hours of offer Accept or decline course(s)
24 hours after acceptance or at course activation (students Courses push to LMS enrolled) 7 days before term start or 48 hours of course activation Course set-up due (students enrolled)
Thursday before term start Courses cancelled
Friday before term start Open House – students access course
All courses are predicted courses and faculty are not guaranteed a particular course or section. With the exception of section one for each course, if a course does not have any registered students, the course will not activate for the faculty member to setup. Once the course is activated, the faculty member will be able to setup the course. Thursday before the term start, all classes with scheduled faculty and no registered students will be canceled.
12 Colorado State University Global | CSUGlobal.edu Faculty Handbook COURSE SCHEDULING QUESTIONS
The Faculty Operations Specialist oversees all faculty and course scheduling through the faculty management system (FMS) and ensures that credentialed faculty members are in all courses each term. Courses are scheduled based on credentialing by Program Managers, faculty preference, seniority, and faculty performance. In the event that a faculty member has questions about any course scheduling action, decision, or process, please utilize the following course of action:
1. Email the Faculty Operations Specialist with your concerns clearly outlined. Phone contact should only be made for emergency reasons (i.e., substitute needed, scheduling conflict).
2. If the issue is not resolved satisfactorily, the faculty member should notify the Director of Faculty Professional Development by email with a formal written request stating succinctly the nature of the concern.
3. If not satisfied with the decision of the Director of Faculty Professional Development, the faculty member may submit a written appeal, stating succinctly the basis for the appeal to the Provost. The decision of the Provost (or designee) is final.
FACULTY EXPECTATIONS
The purpose of these expectations is to ensure that our students experience high quality, consistent, and supportive interactions with faculty throughout their program. Faculty teaching graduate level courses are asked to adhere to the additional graduate level expectations. At CSU Global, faculty performance is monitored on a continual basis to identify and help faculty meet and exceed expectations using data received through analytic tools, mentor reviews, student course ratings, and general feedback. The University will monitor faculty performance against expectations in this Faculty Handbook.
PRE-TERM PROCEDURES
The Friday prior to the first day of class, ‘Open House,’ the course becomes available for students to review. All faculty setup work should be completed in the course the Sunday before Open House. Students may begin working in the course as soon as it opens. All weekly modules are available to students throughout the course so they may work ahead if needed and refer back to information already covered in the course.
Faculty Profile and Contact Information
Make sure that your faculty biography is accurate and posted. Take this opportunity to create an updated profile.
Your profile should contain:
• Name • Phone number • Email address • Office Hours (Faculty must keep at least two hours per week as virtual office hours) • Position • Brief biography • Subjects taught • Professional profile picture
13 Contact Announcement
Post an announcement with your contact information. This announcement should contain your:
• Name • Phone number • Email address • Office Hours
Welcome Announcement
Post a welcome announcement to your course(s). Your announcement should:
• Include course expectations. • Have a friendly and welcoming tone. • Direct students to your faculty profile.
Information Alignment
Though CSU Global works to have all courses fully prepared, faculty members are asked to preview their courses during the course setup period (2 weeks prior to open house) to ensure that everything is in order. Please check the following:
• Thoroughly read the Instructor Guide located under Faculty Information under Modules. • Course Syllabus and PDF rubrics are complete and aligned. • Interactive lectures, learning outcomes, all links, and required readings have been carefully reviewed. • Getting Started page is in the Course Information folder and includes the Attendance Announcement and Academic Student Policies PDF.
Turnitin, Adaptive, and Other Technologies
• Check to see that you have activated all adaptive and integrated technologies that will be used in the course, if applicable.
Discussion Forum
You and your students will interact in the discussion forum each week. You can access discussions from the course navigation page. Before class begins:
• Reply to every initial post in the Introduction Discussion, modeling what you expect of your students. • Make sure all discussions for the course are complete and correct. • You will not be able to edit the Discussion Question at any point, but you can add information, resources, guidance, etc. each week in your response to student posts or in your own post, if appropriate. - Ensure that your postings use correct spelling, grammar, and punctuation.
Gradebook
The Gradebook is the most vital component of the course. After students have access to the course on Open House and before the course begins on Monday, verify the Gradebook.
• Verify graded items total 1,000 points. • Verify assignments and points match what is shown in the syllabus. • Verify items are grouped by Module # in sequential order.
*Report any errors found to Course Support. Errors will be reviewed and corrected before courses open for students.
14 Colorado State University Global | CSUGlobal.edu Faculty Handbook DURING THE TERM
The academic week at CSU Global begins on Monday and ends the following Sunday. CSU Global has designed programs and courses around best practices in adult and online learning theory. Courses are offered in an eight (8) week accelerated format. Therefore, it is expected that students will gain maximum benefit from courses and stay on pace for successful completion when they are participating fully in each week’s activities and assignments according to the course schedule. The CSU Global late policy supports maximum classroom success. Students are actively involved in their courses throughout the week, and it is important that faculty be as well.
Participation
The First Week
• Respond individually to all initial student posts in the introductions and Module 1 Discussion. • Personalize your response with a few sentences and provide helpful information about the course and your expectations. • Encourage students to move forward into the Module 1 content.
Additional expectations for faculty teaching graduate courses:
• Include a video introduction with the following (1) the course and (2) faculty member describing academic and professional background and highlight areas of research/expertise/experience • Encourage early interaction, interest, and engagement in the course and provide students with the opportunity for an individual or group live session. If students are interested in a group session schedule a live session, record, and post the link.
Weekly Announcements
• Post a course announcement at the beginning of each week. • Summarize the past week’s learning. • Outline the assignments and expectations of the new week and encourage participation.
Additional expectations for faculty teaching graduate courses:
• Faculty member provides additional subject matter materials, videos, or resources to encourage deeper understanding of the material. • Provide at least two video updates within a course (5-10 minutes) that include content or information tied to the course outcomes not already addressed in weekly materials.
15 Continued Presence
• Engagement is important to student success. • Check email messages, notifications, and the individual module Discussion Forums every time you login the course. • Log into class at least five (5) times per week with at least one of those on either Saturday or Sunday to participate in the weekly discussions and answer student questions. Continued presence is monitored and documented by participation in the discussion board 5 of 7 days each week. (Respond to student phone calls and emails within 24 hours.) • Respond to each initial student post in the weekly discussions and engage with student replies throughout the week. Responses should extend critical thought on content and weekly objectives, suggest additional resources, include a follow up question, and or move the student to a deeper understanding and ability to apply knowledge gained. • Respond to student phone calls and emails within 24 hours. • Please notify the Faculty Operations Specialist if you must be away for more than 36 hours due to an emergency or other reason. Another instructor will be scheduled to monitor and support your course while you are away.
Additional expectations for faculty teaching graduate courses:
• Invite students to schedule an individual live session or phone call with the instructor to discuss course content, or personal career/professional goals. Responses should extend critical thought on content and weekly objectives, suggest additional resources, include a follow up question, and/or move the student to a deeper understanding and ability to apply knowledge gained. Attempt to continue conversation beyond the first question and answer. • Encourage continued interaction, interest, and engagement in the course by providing students with the opportunity for a live session. If students are interested, schedule a live session, record, and post the link.
Grading
Weekly Assignments
• Grade all work within 72 hours of its due date. Late assignments move to the next grading period. • Discussion Forums and Critical Thinking Assignments submitted by Sunday at Midnight should be graded by the following Wednesday at Midnight. • Mastery Exercises (where applicable). • Any late submissions that are turned in within 7 days of the due date have no point deductions for lateness. Grade and assess a 10% late penalty if the assignment is turned in 8 to 14 days after the due date. After 14 days, do not grade the assignment and give a 0 in the gradebook. All fields of the gradebook should be completed.
Additional expectations for faculty teaching graduate courses:
• Provide substantive feedback to students including areas of strength and areas of growth. Grading rubrics and criteria are clearly incorporated into feedback.
Discussion Forums
• Make comments and leave specific feedback regarding areas for improvement. Comments should be included in both the rubric and in the overall grade area. Tone for grading comments is positive and constructive. • Grading rubrics and their criteria are clearly incorporated into feedback. • Apply APA grading policies and deduct points as required.
Additional expectations for faculty teaching graduate courses:
• Tie discussion content to real world situations. • Encourage students to use Academic Peer Reviewed journals to support ideas in discussions to further critical thinking and industry relevance. • Instructors provide content specific feedback (including additional points of view, questions, examples, or other resources) supporting additional learning as well as guidance on proper APA format and style.
16 Colorado State University Global | CSUGlobal.edu Faculty Handbook Grading Critical Thinking Assignments
• Markup student papers with comments and specific areas for improvement. Faculty feedback includes comments, notations and remarks on a student’s paper/presentation detailing a student progress in meeting the expectations/ objectives of the assignment, both in terms of grammar/formatting and course content. Generally, faculty should make at least one substantive comment/remark on each student page/slide of their assignment in order to comprehensively review their work and advance a student’s understanding of their grade. Comments should be included within the assignment annotations, in the rubric, and in the assignment comment area. Tone for grading comments is positive and constructive. • Grading rubrics and their criteria are clearly incorporated into feedback. • Apply APA grading policies and deduct points as required. Balance APA comments with content and concept specific comments within the assignments.
Additional expectations for faculty teaching graduate courses:
• Require Academic peer reviewed journal and industry journals when consistent with the assignment instructions. • Encourage the use of highly credible resources in all assignments. 18 Faculty Expectations CSU Global
Live Classroom Sessions
• Live Classroom sessions are included in many of our courses. Live Classroom sessions give the instructor the opportunity to guide, reinforce, and enrich the instruction that is provided. • Please check your Faculty Information Folder Instructor Guide to see if you are scheduled for Live Classroom sessions. • Each session should last approximately one hour.
Plagiarism and APA
• Review Originality report for all assignments. • Apply APA grading policies and deduct points as required.
Additional expectations for faculty teaching graduate courses:
• APA expectations to include format and style consistent with the graduate level.
Academic Professionalism
• Engage with students in a professional and respectful tone and adhere to the curriculum content and learning outcomes prescribed. • Course is conducted as designed and Learning Management System is properly administered. • Ensure that all communications with students use correct spelling, grammar, and punctuation.
END OF TERM
Final Grades
• Final grades must be submitted by midnight (Mountain Time) Thursday following the end of the term. • A point value of zero must be entered for all assignments that were not submitted. Review the gradebook in its entirety to be sure that the values are correct. • Accumulated points determine the student’s final letter grade and must be calculated based on the grading scale in the course syllabus. The final grade must be equivalent to the points earned.
• Carefully proof-read to ensure that the grade entered is consistent with the grading scale.
17 Incomplete
Consider student requests for ‘Incomplete’ grades when extenuating circumstances prevent the student from timely completion of coursework. CSU Global faculty may grant an Incomplete to a student who has the potential to earn a passing score for the course based on work submitted during the first 5 weeks of class and potential points from assignments included in the request to complete work from weeks 6-8. Contact [email protected] with questions about policy or procedure. Click here to see the Incomplete Request Form for full eligibility.
Course Evaluations
Encourage your students to complete the End-of-Course Evaluation. This provides CSU Global with valuable information to improve our programs.
Wrap-Up
Student retention can be improved by concluding your student communications on an exceptionally positive note. Instructors should thank their students for their participation and express a desire to see them continue pursuing their educational goals.
Faculty Course Survey
As faculty, your feedback on how well courses meet their intended outcomes is critical to continuously improving the quality of our curriculum. When you click on the Rate Course link, you can evaluate the course and provide your comments.
If you are finishing multiple courses, you can select which course to rate at the top of the window or you will be taken through each course via the next button. are asked to complete the rating for all courses.
FACULTY SUBSTITUTION PROCEDURE
Faculty members are required to notify the Faculty Operations Specialist if they will be away from their courses for more than 36 hours. In such instances, the Faculty Operations Specialist will replace the instructor with another credentialed instructor and will notify payroll of the change of instructors. Failure to notify the Faculty Operations Specialist may be considered abandonment of duties.
Pay for substitutions will be for a period of one week (Monday through Sunday) for any days where a substitute is provided during that week. Substitutions that extend over that period will be paid in additional weekly increments of one or more weeks and assigned instructors will have the same period amount deducted from their compensation.
FACULTY PERFORMANCE ENHANCEMENT PROGRAM
The Faculty Enhancement Process is an important component of our mission to advance student success and academic excellence as the premier provider of innovative, higher learning opportunities. CSU Global is committed to maintaining the highest faculty standards dedicated to instructional excellence and strict adherence to institutional, and more specifically, student expectations. When faculty members meet institutional expectations, the student and faculty experience is greatly enhanced. By acceptance of employment at Colorado State University Global, faculty agree to the terms and conditions set forth in the appointment and applicable academic and faculty expectations and policies as they may be amended from time to time, including those identified in Faculty Handbook.
Performance reviews are a part of the overall faculty enhancement process and may be used for decisions in the areas of faculty development and faculty retention. Faculty Performance is monitored against CSU Global Faculty Expectations through quantitative and qualitative means using analytic tools, mentor reviews and reports, student course ratings, and other feedback sources to help faculty meet and exceed expectations. CSU Global uses a three-phase application process, peer monitoring of university faculty, an annual enhancement review of each faculty member, a progressive approach to correcting instances where faculty fail to meet expectations as outlined in the CSU Global Faculty Handbook, and peer- reviewed recommendations for faculty inactivation when corrective steps fail.
18 Colorado State University Global | CSUGlobal.edu Faculty Handbook I. Candidate Faculty Performance Evaluation
The first part of the three-phase faculty hiring process is the application and credential review, writing sample submission, and candidate interview. After successful completion of this screening process and applicant approval by the Program Manager, the candidate is moved to the second phase of the process; FCC100. CSU Global requires all candidate faculty members to successfully complete Faculty Certification Course 100 (FCC100); the initial Applicant Onboarding course. FCC100 is a three- week course designed to further the candidate’s understanding of CSU Global’s mission and faculty expectations as outlined in the CSU Global Faculty Handbook, introduce the candidate to the learning-management system, and provide an opportunity to evaluate the candidate as an instructor. (Note: as this is a continuation of the interview and selection process, not every applicant may be selected to move forward.)
Upon successful completion of this course, candidate review, and the recommendation of the CSU Global FCC100 Facilitator, the candidate faculty member is moved to the third phase of the process and enrolled as an instructor in a mentored first- course. The first course assignment and successful completion of the mentoring period is the last phase in the application process. First courses are considered probationary. During this time, first-course mentors provide weekly support and guidance and are available to answer questions, provide explanations, and support new instructors in meeting expectations. The candidate faculty will be evaluated throughout the eight week term based on faculty expectations as outlined in the CSU Global Faculty Handbook. (Please note that it is possible for candidate faculty to meet the expectations on the Weekly Faculty Mentor Evaluation and still not move forward for reasons such as background checks, missing paperwork, or any other reason as determined by CSU Global. Continued employment beyond this class is not guaranteed nor implied).
First-course mentors submit a final Mentor Course Review at the end of the eight weeks with their determination and recommendation to the Director of Faculty Professional Development. Candidates approved to become CSU Global Faculty will receive a letter of congratulations and information about faculty peer mentors. Candidates not approved will be placed on inactive status in the Faculty Management System, Human Resources, and IT.
II. CSU Global Faculty Performance Monitoring and Enhancement Review
CSU Global faculty members are monitored on an ongoing basis through peer mentor reviews.
Mentor Faculty Performance and Engagement Review The purpose of the Faculty Performance and Engagement Review is to ensure that CSU Global students experience high quality, consistent, and supportive interactions with faculty throughout their program. Faculty peer mentors observe and review courses once per term for each faculty member and work to support the instructor’s efforts in meeting or exceeding faculty expectations as outlined in the CSU Global Faculty Handbook. In addition, mentors communicate effective practices and provide guidance and resources for areas of concern or needing attention by the instructor. Faculty members identified as not meeting minimum performance expectations as outlined in the CSU Global Faculty Handbook will be contacted by Faculty Operations and may be placed on a performance enhancement plan.
III. Performance Enhancement Plan and Process, Deficiency Notices, and Faculty Performance Enhancement Plan (PEP)
Paramount to the mission of CSU Global is the academic success of our students and our faculty members are the foundation of instructional excellence and a cornerstone of student success. Faculty members are expected to meet or exceed stated faculty expectations as outlined in the CSU Global Faculty Handbook. Faculty identified as not meeting minimum expectations will be contacted by their mentor and/or the Director of Faculty Professional Development to work towards resolution and to address any corrective action needed in order to be successful. CSU Global reserves the right to immediately inactivate any faculty member or terminate any appointment for any reason, including but not limited to behavior deemed egregious or beyond remediation.
19 A. Faculty Performance Deficiency Notices The Faculty Performance Deficiency Notice outlines the steps and progressive plan of corrective and remedial actions which CSU Global can institute as a result of faculty performance not meeting expectations as outlined in the CSU Global Faculty Handbook. The plan is designed to address and resolve performance issues and give faculty the opportunity to be successful in a clearly delineated and collaborative manner.
B. Faculty Performance Enhancement Plan (PEP) The purpose of the Performance Enhancement Plan (PEP) is to identify and document serious areas of concern or gaps in instructional performance of faculty expectations as outlined in the CSU Global Faculty Handbook and allow faculty the opportunity to demonstrate improvement and commitment through a documented and mutually agreed upon plan of action. These areas may be identified through student complaints or feedback, mentor reviews, or other means.
Faculty may be placed on probationary status until successful completion of the Performance Enhancement Plan. Failure to participate in the PEP may result in faculty being placed on inactive status in the Faculty Management System. At its discretion, CSU Global may elect to prepare a Faculty Performance Deficiency Report and implement a Performance Enhancement Plan; however, CSU Global is not required to do so. CSU Global is under no obligation to follow or use progressive discipline with a faculty member. As set forth in this faculty handbook, a faculty member’s appointment is always “at-will” and can be terminated by either party at any time and for any reason, although termination cannot be for a reason that is contrary to applicable law.
IV. Faculty Grievance and Inactivation
CSU Global strives to provide faculty with a positive and professional environment that promotes student success. The Director of Faculty Professional Development is responsible for monitoring faculty performance, communicating and managing performance concerns, and, when necessary, supervising the inactivation process.
A. Faculty Grievance
1. CSU Global is committed to respecting its faculty. In the event that a faculty member decides to challenge an institutional action or decision that the faculty member deems unfair or not in accordance with policy, the following course of action is available: 2. Any faculty member with a grievance should first try to resolve the issue informally with the Director of Faculty Professional Development. 3. If the issue is not resolved satisfactorily, the faculty member may file a formal written request stating succinctly the nature of the grievance, within five business days from the receipt of the informal response from the Director of Faculty Professional Development for additional review by the Assistant Provost. 4. The Assistant Provost will review and reply in writing to the grievant’s written request within seven business days. 5. If not satisfied, the grievant may submit a written appeal, stating succinctly the basis for the appeal, within five business days after receipt of the Assistant Provost written reply, to the Faculty Affairs Committee. 6. The Faculty Affairs Committee will review and respond in writing to the grievance appeal within 10 business days. A copy of the written response will also be sent to the Provost. 7. If the issue remains unresolved, the Provost will review and respond in writing to the grievance appeal within 5 business days. A copy of the written response will also be sent to the President.
B. Faculty Inactivation CSU Global employs adjunct, temporary, non-tenure-track instructors and appoints adjunct faculty members on a course- by-course basis. Appointment is considered to be an administrative professional appointment. Pursuant to C.R.S. 24-19- 104, the position is deemed to be “at-will” and the appointment is subject to termination by either party at any time, although termination cannot be for a reason that is contrary to applicable federal, state, or local laws. Additionally, such appointment or any part of the appointment may be terminated in the event that student enrollment does not meet minimum course and section requirements as determined by CSU Global. Appointment is also contingent upon funds being appropriated, budgeted, and otherwise made available.
20 Colorado State University Global | CSUGlobal.edu Faculty Handbook Appointments may also be terminated if the faculty member/instructor does not meet the performance expectations as outlined in the Faculty Handbook provided during the FCC100 course and located in the Faculty Portal. Faculty members may be placed on inactive status upon request, inactivity, or for failing to meet performance expectations as outlined in the Faculty Handbook.
1. Faculty members who request inactivation will be placed inactive in our Faculty Management System and made unavailable for scheduling. Access to all University systems will also be removed. 2. Faculty members who have not taught for a period of six consecutive months or more will be placed on a status of inactive in our Faculty Management System and made unavailable for scheduling. Upon notification to faculty member regarding inactivation, access to all University will also be removed. 3. Faculty members who have failed to meet performance expectations as outlined in the Faculty Handbook may be placed inactive in our Faculty Management System and made unavailable for scheduling. Access to all University systems may also be removed.
POLICIES AND PROCEDURES
CONFLICT RESOLUTION
CSU Global is committed to respecting its faculty. Faculty members can seek hearing and resolution of complaints through the established procedures.
TERMINATION POLICY
CSU Global employs adjunct, temporary, non-tenure-track instructors and appoints adjunct faculty members on a course-by- course basis. Your appointment is considered to be an administrative professional appointment. Pursuant to C.R.S. 24-19-104, your position is deemed to be “at-will” and your appointment is subject to termination by either party at any time, although termination cannot be for a reason that is contrary to applicable federal, state, or local laws. Additionally, such appointment or any part of the appointment may be terminated in the event that student enrollment does not meet minimum course and section requirements as determined by CSU Global. Your appointment is also contingent upon funds being appropriated,
21 budgeted, and otherwise made available. If you are currently completing the Faculty Certification Course (FCC100) training, this appointment is contingent upon completion of the training and approval by Director of Faculty Professional Development; first courses are considered probationary and future course appointments are contingent upon continuous evaluation. Appointments may also be terminated if the faculty member/instructor does not meet the performance expectations outlined in the Faculty Handbook provided to you during the FCC100 course and located in the Faculty Portal.
OTHER POLICES AND PROCEDURES
• Affirmative Action Policy • American Disabilities Act • Copyright and TEACH Act Policy • Services for Students with Disabilities • Family Educational Rights and Privacy Act • Possible Federal and State Data Collection and Use • Academic Freedom Policy • Classroom Policies
Please refer to the Academic Catalog for all official student policies. The following policies are included here because of their relevance and specific involvement of faculty responsibilities and expectations.
• Approved Writing and APA Resources Policy • Classroom Expectations • Plagiarism Policy and Process • Late Policy • Discussion Boards (DB) • Mastery Exercises (ME) • Critical Thinking (CT) Activities • Portfolio Projects • Incomplete Policy • Grade Appeal Process • Academic Dishonesty • Specific Acts of Academic Dishonesty
COMMITTEES
The Governance Council is the policy-making and governing body created to ensure the successful achievement of CSU Global’s mission, and to assist the institution with strategic direction, financial oversight and stability, and operational efficiency. The Council reviews matters related to:
• Faculty Affairs • Curriculum • Student Affairs • Institutional Effectiveness • Operations • Any other matters requested for policy creation and approval by the Governance Council.
Generally, items for Council review are brought forward by the Executive Staff of CSU Global who receive notice of such items through their reporting personnel or through committee reports. However, all CSU Global staff and faculty may submit items for Council knowledge, discussion, and/or approval. Items may be submitted to the Council Chair via email at [email protected]. Requestors will be notified within 48 hours of the status of their requests.
22 Colorado State University Global | CSUGlobal.edu Faculty Handbook ACADEMIC SUPPORT AND SERVICES
CSU Global is led by a President and CEO appointed by the Chancellor and Board of Governors of the Colorado State University System. The Chief Academic Officer is the Provost and the academic department is supported by the following key positions:
Program Managers
Program Managers work collaboratively with CSU Global academic staff and leadership to provide discipline-specific curricular expertise. They make recommendations to the Provost, campus staff, and Curriculum Committee on curricular structure, integrity, and currency of programs, courses, grading rubrics, and continuity for existing and new programs. Program Managers are responsible for credentialing faculty for their assigned programs. Program Managers report to the Assistant Provosts for curriculum matters.
Director of Faculty Professional Development
This position supports the academic mission of instructional excellence by providing oversight of the faculty recruitment and hiring processes, the professional development of the CSU Global faculty, and the implementation and integration of faculty performance indicators, instructional expectations and technologies, and academic best practices. This position is also responsible for the successful communication of university initiatives, the coordination of performance processes, and facilitating the collaboration of stakeholders with faculty issues. In addition, the Director of Faculty Professional Development is responsible for maintaining faculty staffing to meet current and future teaching and enrollment needs.
Faculty Operations Specialist
The Faculty Operations Specialist oversees all faculty scheduling and is the principle administrator of the faculty management system (FMS). This position ensures that credentialed faculty are in all courses and maintains the integrity of faculty records and enhancement reviews in the FMS.
Faculty Mentors
Faculty peer mentors are terminally degreed, experienced CSU Global faculty who regularly review faculty performance pro- vide faculty with guidance regarding CSU Global Faculty Expectations and online instruction best-practices, and are faculty’s primary point of contact for all non-curricular questions and concerns. It is the job of the mentee to follow through on tasks, assignments, and commitments made to the mentor and the organization and it is important that the mentee be open to honest and constructive feedback for the process to be effective. As a university dedicated to student success by providing access to dynamic degree programs characterized by academic excellence, feedback is intended as a constructive way to help you help our students meet educational and career goals. This support will continue throughout your association with CSU Global.
Faculty Facilitators
Facilitators instruct all faculty certification courses (FCC) and are seasoned CSU Global faculty members who possess an in- depth understanding of the University’s mission, vision and commitment to advancing student success. Facilitators have a commitment to communicating and working collaboratively, creatively, and in a collegial manner to promote the professional growth and development of University faculty.
23 Director of Assessment
The Director of Assessment has responsibility for the process of assessment of student learning which includes student learning outcomes data, course evaluation data, and program evaluation data. Student learning outcomes data are collected and analyzed twice annually and the results are applied to the continual improvement of student learning, curriculum enhancements and instructional practices.
Student Success Counselors
Student Success Counselors coordinate programs and activities designed to promote student academic and personal suc- cess at CSU Global. Student Success Counselors work in partnership with faculty regarding their issues and concerns with students. These issues include, but are not limited to: students with disabilities, behavioral issues, academic assistance for struggling or at-risk students, consultation regarding student policies and processes, and grade appeals.
Librarian
The CSU Global library supports and enhances teaching, learning, and research at CSUGlobal through the acquisition and delivery of highquality. For more information, contact [email protected].
Payroll
Faculty pay and personal information can be accessed and updated through UltiPro self-serve under Quick Links in the faculty portal. For additional questions, contact our Accounting Department at [email protected]. Faculty members will be paid for instruction in two monthly installments. Payroll is direct deposited on the last working day of the month.
24 Colorado State University Global | CSUGlobal.edu Faculty Handbook 585 Salids Way, Aurora CO, 80012 CSUGlobal.edu
Colorado State University Global offers career relevant bachelor’s and master’s online degree programs for working adults and nontraditional learners. As the first and only 100% online, fully accredited public university in the United States, CSU Global is focused on student success as its number one priority. Embracing the land grant heritage as part of the Colorado State University System, CSU Global sets the standard for quality and innovation in higher education through its expert faculty who are recognized as industry leaders and trained in working with adults in an online learning environment. CSU Global offers a streamlined enrollment process with accelerated eight week courses that start every four weeks. Visit CSUGlobal.edu or call 1-800-920-6723 for more information
25 Colorado State University Global Faculty Handbook CSUGlobal.edu Board of Governors of the Colorado State University System Meeting Date: August 2021 Action Item
MATTERS FOR ACTION:
Approval of CSU Pueblo Faculty Handbook changes to Committee Membership and Structure
RECOMMENDED ACTION:
MOVED, that the Board of Governors approve the proposed changes to the CSU Pueblo Faculty
Handbook with regards to committee membership structure and updates.
EXPLANATION:
Presented by Mohamed Abdelrahman, Provost and Executive Vice President for Academic Affairs, CSU Pueblo.
Background The Faculty Senate Committee on Shared Governance has reviewed the faculty committees to determine if their membership and structure were appropriate to best meet the needs of each committee’s purpose, the Faculty Senate oversight, and institutional mission. Senior Lecturers were created and given the ability to serve on committees. The committee membership changes include language that updates this change. Language was added to the Institutional Effectiveness Board to coordinate the creation of Ad hoc committees. The University Board on Diversity and Inclusion was changed to the Diversity Executive Leadership Team with a change in the chair and structure of that committee to provide a diversity and inclusion focus that is all encompassing for the University.
The following are the Committee Membership and Structure changes:
1.2.4 Governing Boards and Coordinating Commissions 1.2.5 University Advisory Boards 1.2.5.1 Faculty Disciplinary Action Board 1.2.5.2 Grievance Panel 1.2.5.3 Institutional Effectiveness Board 1.2.5.4 Library Board 1.2.5.5 Scholarly Activities Board 1.2.5.6 Student Academic Appeals Board 1.2.5.7 Student Affairs Board of Advisors 1.2.5.8 Teacher Education Board 1.2.5.9 University Board on Diversity and Equality Diversity Executive Leadership Team
1.2.6 Boards Recommending to Senate 1.2.6.1 Academic Policies and Standards Boards 1.2.6.2 Curriculum and Academic Programs Board 1.2.6.3 General Education Board 1.2.6.4 Graduate Studies Board CSU Pueblo Faculty Handbook Revision August 2021 Board of Governors Page 1 of 6
Board of Governors of the Colorado State University System Meeting Date: August 2021 Action Item
1.2.6.5 Information Technology Board
1.2.7 Estate Committees 1.2.7.1 Faculty Senate Estate Committees 1.2.7.1.1 Executive Committee 1.2.7.1.2 Committee on Shared Governance 1.2.7.1.3 Faculty Handbook Committee 1.2.7.1.4 Faculty Compensation Committee 1.2.7.1.5 Faculty Policies and Procedures Committee
1.2.5.3 Institutional Effectiveness Board (adopted February 2011; revised Oct 2014) (December 2020) a. Purpose: To use action research processes to offer recommendations to the Provost & Executive Vice President for Academic Affairs regarding issues and concerns related to institutional effectiveness and assessment. Advise on the formation of Ad Hoc committees to address specific institutional academic related needs. Ad Hoc committees created and charged by the Provost or Provost’s Office are affirmed and recognized under the structure of this Board. Corresponding committee names should be utilized (e.g. Institutional Effectiveness Board - Ad hoc committee for/on ‘name’)
b. Membership: 1. Assistant Provost for Assessment and Student Learning, Executive Director for Assessment & Institutional Effectiveness, Co-chair
2. Past President of the Faculty Senate, or Faculty Senate Representative (at the discretion of the Faculty Senate President), Co-chair, represents and reports to Faculty Senate
3. At least one faculty member, from each College, as appointed by each Dean, Members as appropriate to meet the needs of the action-based process
4. Administrative Professional members as appropriate to meet the needs of the action- based process.
c. Duties/Procedures: 1. Duties: The Institutional Effectiveness Committee (IEC) Board (IEB) has been charged by the Provost & Executive Vice President of Academic Affairs with providing leadership for the overall direction and support of university and academic program effectiveness, assessment and improvement.
1.2.5.4 Library Board (revised July 2013; revised December 2020) a. Purpose: To advise the Dean of the University Library on Library policies.
b. Membership: 1. Dean of University Library (ex-officio, non-voting).
CSU Pueblo Faculty Handbook Revision August 2021 Board of Governors Page 2 of 6
Board of Governors of the Colorado State University System Meeting Date: August 2021 Action Item
2. Two ranked academic faculty members from the Library (appointed by the Dean of the University Library). 3. One ranked academic faculty member from each electing unit other than the Library (appointed by the respective Dean). 4. One ASG member (appointed by ASG Senate). 5. One graduate student member (selected by Graduate Studies Board). 6. One Administrative Professional Representative (selected by Admin Pro Council) 7. One full-time lecturer at-large member (elected by Faculty Senate).
c. Duties/Procedures: 1. Convened not less than once each semester and otherwise as needed. 2. Provides faculty input regarding the operation of the University Library, including but not limited to the development of library policies, acquisition of materials, resource sharing, provision of library services, and library instructional programs.
1.2.5.6 Student Academic Appeals Board (revised Oct2014; revised December 2020) All decisions on appeals are final.
Any voting member for grade appeals, suspensions, re-admittance, retro-active full withdrawal, late single-course withdrawal must be available for sessions during early January and May and June each year.
1.2.5.9 University Board on Diversity and Equality Diversity Executive Leadership Team (DELT) (revised July 2013) (revised October 2018) (revised December 2020)
a. Purpose/Charge: 1. To serve as a broad-based advisory group for the President and University administration on matters of diversity, equity, and inclusion in order to create and maintain an inclusive, respectful, and welcoming environment for students, faculty, staff and visitors. 2. To identify best, emerging, and promising practices that can have the greatest positive impact on the campus climate with respect to diversity, equity, and inclusion and in furtherance of the University’s mission, vision, and strategic priorities. 3. To facilitate the University’s commitment to accountability at all levels by advocating for diversity, equity, and inclusion, championing inclusionary practices and cultural competency, and engaging in comprehensive analysis of diversity- related issues. 4. To build capacity for collegiality and cross-cultural understanding while maintaining the University’s high quality learning, living, and working environments.
CSU Pueblo Faculty Handbook Revision August 2021 Board of Governors Page 3 of 6
Board of Governors of the Colorado State University System Meeting Date: August 2021 Action Item
b. Membership: All members must be approved of, and ultimately are appointed by, the President and will serve for staggered renewable one two year appointments. Board members should be appointed in such a way as to seek the broadest range of perspectives. 1. Director of Diversity & Inclusion Director of Diversity, Equity, and Inclusion (DEI) – Committee Chair (ex-officio, non-voting) 2. Director of Institutional Equity (ex-officio, non-voting) 3. Two at-large representatives, at least one who shall be a ranked faculty member 4. One representative from Classified Staff Council (recommended by the council) 5. One representative from Faculty Senate (recommended by Faculty Senate). 6. One representative from Administrative Professional Staff Council (recommended by the council) 7. One student representatives from the Associated Students’ Government (recommended by ASG) Revised Summer2020 Return to top 29 8. One at-large student representative (recommended by the Dean of Students)
2. Faculty, staff and administrative personnel selected by the president who have expertise in issues related to Diversity, Equity and Inclusion.
1.2.6.2 Curriculum and Academic Programs Board (revised July 2013) (revised December 2020) a. Purpose: To recommend to the Faculty Senate on matters of undergraduate and graduate curriculum, program development and review, and policies and procedures regarding curriculum and academic programs.
b. Membership: 1. Provost or Provost’s representative (ex-officio, non-voting) 2. Registrar (ex-officio, non-voting). 3. One ASG member (appointed by ASG Senate). 4. Two ranked academic faculty members from each electing unit (at least one ranked) other than the Library (nominated by their respective Dean and confirmed by Faculty Senate); at least one of these must be a member of the electing unit's Curriculum and Academic Programs Committee. 5. One ranked academic faculty member from the Library (nominated by the Dean of the University Library and confirmed by Faculty Senate). 6. One faculty senator (elected by Faculty Senate) to represent the Board on the Faculty Senate Executive Committee; a senator elected to the Board by their electing unit will be eligible to serve in this position. The term of office of the senator representing the Board on the Senate Executive Committee shall be for one-year.
1.2.6.3 General Education Board (revised July 2013) (December 2020) CSU Pueblo Faculty Handbook Revision August 2021 Board of Governors Page 4 of 6
Board of Governors of the Colorado State University System Meeting Date: August 2021 Action Item
a. Purpose: To recommend to the Faculty Senate on matters of general education program development, policies and standards. b. Membership: 1. Provost or Provost Appointee (ex-officio, non-voting). 2. Registrar (ex-officio). 3. One academic dean, appointed by the Provost (ex-officio). 4. One ASG member (appointed by ASG Senate). 5. One ranked academic faculty member from each electing unit (nominated by their respective Dean and confirmed by the Faculty Senate). At least one full-time academic faculty member to represent each general education component (nominated and confirmed by the Faculty Senate). A faculty member may represent more than one component as appropriate. The general education component areas to be represented are: • Written Communication (CHASS) • Quantitative Reasoning (STEM) • Humanities (CHASS) • Social Science (CHASS) • History (CHASS) • Natural and Physical Sciences (STEM) • One Additional Full Time Faculty member from each: HSB, CHEN, and Library 6. One faculty senator (elected by Faculty Senate) to represent the Board on the Faculty Senate Executive Committee; a senator elected to the Board by their electing unit will be eligible to serve in this position. The term of office of the senator representing the Board on the Senate Executive Committee shall be for one-year
1.2.6.5 Information Technology Board (revised July2013; December 2020) a. Purpose: To recommend to the Faculty Senate, and to advise Academic Affairs and the Division of Information Technology Services (ITS) on campus wide technology policies, including but not limited to instructional technology issues. b. Membership: 1. Chief Information Technology Officer, or appointed designee (ex-officio, non- voting). 2. University Instructional Design Specialist (ex-officio, non-voting). 3. University Website Designer (ex-officio, non-voting). 4. One classified employee at-large (elected by Classified Staff Council). 5. One representative from Administrative Professional Staff (selected by Admin Pro Council). 6. ASG member (appointed by ASG Senate). 7. One ranked academic faculty member elected from each electing unit (elected by the unit).
CSU Pueblo Faculty Handbook Revision August 2021 Board of Governors Page 5 of 6
Board of Governors of the Colorado State University System Meeting Date: August 2021 Action Item
8. One faculty senator (elected by Faculty Senate) to represent the Board on the Faculty Senate Executive Committee; a senator elected to the Board by their electing unit will be eligible to serve in this position. The term of office of the senator representing the Board on the Senate Executive Committee shall be for one-year.
Approved Denied Board Secretary
Date
CSU Pueblo Faculty Handbook Revision August 2021 Board of Governors Page 6 of 6
Board of Governors of the Colorado State University System Meeting: August 6, 2021 Consent Item
MATTERS FOR ACTION:
Program Review Schedule
RECOMMENDED ACTION:
MOVED, that the Board of Governors approve the 2021-2022 program review schedule.
EXPLANATION:
Presented by Mary Pederson, Provost and Executive Vice President
In accordance with University policy, as approved by the Board of Governors, every Department or instructional unit must undergo a periodic program review. The following academic program review schedule is submitted for your approval:
College Department Programs Warner College Ecosystem Science & Major in Ecosystem Science and Sustainability of Natural Sustainability Major in Watershed Science Resources Graduate Certificate in Carbon Management Graduate Certificate in Water Resources Master of Science in Ecosystem Sustainability Master of Science in Watershed Science Ph.D. in Ecosystem Sustainability Ph.D. in Watershed Science Prof Science Master's in Ecosystem Sci & Sustainability
Provost/EVP School of Global Graduate Certificate in Applied Global Stability Environmental Sustainability College of School of Social Work Major in Social Work Health and Graduate Cert. in Advanced Clinical Behavioral Health Human Graduate Cert. in Conflict Resolution and Mediation Sciences Graduate Cert. in Military and Veteran Culture Graduate Cert. in Nonprofit Administration Graduate Cert. in PreK-12 School Social Worker Master of Social Work Ph.D. in Social Work
CSU-Fort Collins 2021-22 Program Review Schedule
Board of Governors of the Colorado State University System Meeting Date: August 6, 2021 Consent Item
College of School of Education Major in Family and Consumer Sciences Health and Graduate Cert. in Adult Basic Education Human Graduate Cert. in Campus Crisis Management Sciences Graduate Cert. in Facilitating Adult Learning Graduate Cert. in High Impact On-Demand Solutions Learning Graduate Cert. in Postsecondary Access and Success Programs Graduate Cert. in Student Affairs Administration Graduate Cert. in Student Affairs Management of Auxiliary Enterprises M.A. in Counseling and Career Development M.E. in Education and Human Resource Studies M.S. in Student Affairs in Higher Education Ph.D. in Education and Human Resource Studies
College of Chemistry Major in Chemistry (ACS and non-ACS) Natural Master of Science in Chemistry Sciences Ph.D. in Chemistry
Psychology Major in Psychology Graduate Cert. in Organizational Development Graduate Cert. in Performance Management Master of Addiction Counseling in Psychology Master of Applied Industrial/Organizational Psychology Master of Science in Psychology Ph.D. in Psychology
Walter Scott Jr. Atmospheric Science Master of Science in Atmospheric Science College of Ph.D. in Atmospheric Science Engineering Chemical and Biological Eng. Major in Chemical and Biological Engineering Master of Science in Chemical Engineering Prof. Science Master in Biomanufacturing and Biotech. Ph.D. in Chemical Engineering
Major in Civil Engineering Civil and Environmental Eng. Major in Environmental Engineering Master of Science in Civil Engineering Ph.D. in Civil Engineering
Major in Computer Engineering Electrical and Computer Major in Electrical Engineering Engineering Graduate Certificate in Computer Systems Engineering Graduate Certificate in Data Engineering Graduate Certificate in Embedded Systems Graduate Certificate in Power and Energy CSU-Fort Collins 2021-22 Program Review Schedule
Board of Governors of the Colorado State University System Meeting Date: August 6, 2021 Consent Item Electrical and Computer Master of Science in Computer Engineering Engineering (cont.) Master of Science in Electrical Engineering Ph.D. in Computer Engineering Ph.D. in Electrical Engineering
Mechanical Engineering Major in Mechanical Engineering Master of Engineering Master of Science in Mechanical Engineering Ph.D. in Mechanical Engineering
School of Biomedical Major in Biomedical Engineering (and Dual Degrees) Engineering Graduate Certificate in Biomaterials and Tissue Eng. Master of Science in Bioengineering Ph.D. in Bioengineering
Systems Engineering Master of Science in Systems Engineering Ph.D. in Systems Engineering Doctor of Engineering Graduate Certificate in Systems Engineering Practice
CSU-Fort Collins 2021-22 Program Review Schedule
Board of Governors of the Colorado State University System Meeting Date: August 5-6, 2021 Consent Item
MATTERS FOR ACTION:
CSU Pueblo Program Review Schedule for 2021-2022 School Year
RECOMMENDED ACTION:
MOVED, that the Board of Governors approve and forward to the Colorado Commission on
Higher Education the following list of Colorado State University Pueblo academic programs
to be reviewed in academic year 2021-22 in accordance with approved Program Review Plan
for the CSU System. The CSU Pueblo program review calendar appears on the next page.
• Accounting (BSBA) • Chemistry (BS) • Chemistry (MS) • Biochemistry (MS)
EXPLANATION:
Presented by Mohamed Abdelrahman, Provost and Executive Vice President for Academic Affairs, CSU Pueblo.
This is in accordance with the established review schedule for 2021-2022 through 2027-2028 on the next page, and approved by the CSU Pueblo Curriculum and Academic Programs Board (CAP Board). Each program is reviewed by the University once every five to seven years. As appropriate, the internal review is scheduled to correspond with their disciplinary accreditation review.
Abbreviations: CHASS: College of Humanities, Arts and Social Sciences CHEN: College of Health, Education, and Nursing EXST: Extended Studies HSB: Hasan School of Business STEM: College of Science, Technology, Engineering, and Mathematics Board of Governors of the Colorado State University System Meeting Date: August 5-6, 2021 Consent Item
CSU Pueblo Program Review Calendar
2021-2022 STEM: Chemistry (BS), Chemistry (MS), Biochemistry (MS)
2022-2023 CHASS: Criminology (BA/BS), Sociology (BA/BS) CHEN: Nursing (DNP) STEM: Mathematics (BA/BS), Wildlife and Natural Resources (BS)
2023-2024 CHASS: Political Science (BA/BS) CHEN: Early Childhood Education (BS), Education (MEd), Liberal Studies (BS), Middle School Math Ed (BS), Exercise Science, Physical Education & Recreation (BS), Nursing (BSN), Nursing (MS) HSB: Automotive Industry Management (BS) STEM: Civil Engineering Technology (BSCET), Construction Management (BS)
2024-2025 CHASS: English (BA), History (BA/BS), Music (BA), Psychology (BA/BS) EXST: Interdisciplinary Studies (BA/BS) HSB: Accounting (BSBA), Business Management (BSBA), Economics (BSBA), Marketing (BSBA), Business Administration (MBA: Including Joint BSBA/MBA), Computer Information Systems (BS: Including Joint BS-CIS/MBA) STEM: Biology (BS), Biology (MS), Engineering (BSE), Industrial Engineering (BSIE), Industrial & Systems Engineering (MS), Mechatronics Engineering (MS)
2025-2026 CHASS: Art (BA/BFA), Humanities and Social Sciences (BA), Mass Communications (BA/BS), World Languages (Spanish BA) CHEN: Athletic Training (MS), Health Science (BS/BAS), Health Science & Administration (BAS) STEM: Cannabis Biology & Chemistry (BS), Physics (BS)
2026-2027 none
2027-2028 CHASS: Social Work (BSW), Social Work (MSW), Sociology (BA/BS) CHEN: Nursing (DNP), Nursing (MS) STEM: Chemistry (BS), Chemistry (MS), Biochemistry (MS)
CSU Pueblo Program Review Calendar Board of Governors August 2021 Page 2 of 2 Board of Governors of the Colorado State University System Meeting Date: August 6, 2021 Consent Item
MATTERS FOR ACTION:
Approval of Degree Candidates
RECOMMENDED ACTION:
MOVED, that the Board of Governors approve the granting of specified degrees to those
candidates fulfilling the requirement for their respective degrees during the 2020-2021
Academic Year.
EXPLANATION:
Presented by Mary Pedersen, Provost, Colorado State University.
The Faculty Council of Colorado State University recommends the conferral of degrees on those candidates who satisfy their requirements during the 2021-2022 Academic Year. The Registrar’s Office will process the applications for graduation; only those individuals who complete all requirements will receive degrees.
CSU Fort Collins - Approval of Degree Candidates – AY 2021-2022
Board of Governors of the Colorado State University System Meeting Date: August 6, 2021 Report Item
MATTERS FOR ACTION:
CSU: Degrees Awarded Academic Year 2019-2020
Report Item. No action necessary.
EXPLANATION:
Presented by Mary Pedersen, Provost and Executive Vice President
Board Policy 314: Approval of Degree Candidates states that each institution shall submit to the Board an annual report of degrees granted in the prior year. The degrees awarded by college and degree type for the academic year 2019-2020 are shown in the following table.
Graduate Grand College Bachelors Certificate Masters Ph.D. D.V.M. Total Agricultural Sciences 335 2 69 9 415 Business 705 207 400 1312 Health and Human Sciences 1042 95 356 38 1531 Intra-University 5 13 29 47 Liberal Arts 1361 4 221 14 1600 Natural Sciences 888 40 197 73 1198 Veterinary Medicine & Biomedical Sci 219 166 23 144 552 Walter Scott Jr College of Engr 608 10 198 53 869 Warner College of Natural Resources 420 22 147 17 606 Grand Total 5578 385 1767 256 144 8130
CSU-Fort Collins Degrees Awarded Academic Year 2019-2020
Board of Governors of the Colorado State University System Meeting Date: August 5-6, 2021 Consent Item
MATTERS FOR CONSENT:
Approval of degree candidates
RECOMMENDED ACTION:
MOVED, that the Board of Governors approve the granting of specified degrees to those
candidates fulfilling the requirements for their respective degrees at the end of each
cohort within the academic calendar year 2020-2021.
EXPLANATION:
Presented by Mohamed Abdelrahman, Provost and Executive Vice President for Academic Affairs, CSU-Pueblo.
The Faculty Senate of Colorado State University-Pueblo recommends the conferral of degrees on those candidates who satisfy all their requirements at the end of each fall, spring and summer semester. Only those individuals who have completed all requirements will receive their degree.
CSU-Pueblo anticipates that approximately 700 undergraduate degrees and 135 graduate degrees should be awarded in the upcoming academic year (i.e., summer 2021, fall 2021, and spring 2022). The table below provides detail on bachelor’s and graduate degrees awarded in summer 2020, fall 2020 and spring 2021; it also provides the related 5-year averages between summer 2016 and spring 2021.
AY2020-21 AY2020-21 AY2020-21 5 Year 5 Year Term # Bachelor’s # Master’s # Bachelor’s Master’s awarded awarded Doctorate’s average average awarded Summer 112 65 0 127 51 Fall 180 23 0 169 24 Spring 421 46 0 431 39 Total 713 134 0 727 114
CSU Pueblo Approval of Degree Candidates August 2021 Page 1 of 1
Board of Governors of the Colorado State University System August 6, 2021 Consent Item
MATTERS FOR ACTION:
Approval of CSU Global Degree Candidates
RECOMMENDED ACTION:
MOVED, that the CSU Board of Governors approve the granting of specified degrees to those candidates fulfilling the requirement for their respective degrees during the 2021-2022 Academic Year.
EXPLANATION:
Presented by Dr. Paul Savory, Provost of CSU Global
The Faculty of Colorado State University Global recommends the conferral of degrees on those candidates who satisfy their requirements during the 2021-2022 Academic Year. The Office of the Registrar will process the applications for graduations; only those individuals who have completed all requirements will receive their degree.
CSU Global Report Approval for Degree Candidates AY2021-2022
Board of Governors of the Colorado State University System August 6, 2021 Report Item
CSU Global: Degrees Awarded in Academic Year 2020-2021
EXPLANATION:
Presented by Dr. Paul Savory, Provost of CSU Global
The following report provides an overview of the total degrees conferred at CSU Global
for the 2020-2021 academic year. Overall, there were 3,251 degrees conferred by CSU
Global in the 2020-2021 academic year with 1,622 undergraduate degrees, 210
undergraduate certificates, 1,225 graduate degrees, and 194 graduate certificates.
CSU Global Report Degrees awarded in Academic Year 2020-2021
Board of Governors of the Colorado State University System August 6, 2021 Report Item
FY21 CSU Global Degrees Conferred
Level Type Number Percent Undergraduate Bachelor Degree 1,622 49.9% Undergraduate Certificate 210 6.5% Graduate Master degree 1,225 37.7% Graduate Certificate 194 5.9% Total 3,251 100%
Undergraduate – Bachelor Degrees Number BS - Accounting 197 BS - Applied Social Sciences 18 BS - Business Management 298 BS - Communication 53 BS - Computer Science 10 BS - Criminal Justice 4 BS - Criminal Justice and Law Enforcement Administration 70 BS - Cybersecurity 0 BS - Healthcare Administration and Management 119 BS - Human Resource Management 164 BS - Human Services 85 BS - Information Technology 185 BS - Interdisciplinary Professional Studies 23 BS - Management Information Systems and Business Analytics 86 BS - Marketing 90 BS - Organizational Leadership 101 BS - Project Management 116 BS - Public Management 3 Total 1,162
Undergraduate – Undergraduate Certificates Number Undergraduate Certificate in Business Administration 15 Undergraduate Certificate in Computer Programming 21 Undergraduate Certificate in Cyber Security 40 Undergraduate Certificate in Data Management and Analysis 19 Undergraduate Certificate in Digital Marketing 11 Undergraduate Certificate in Fundraising 4 CSU Global Report Degrees awarded in Academic Year 2020-2021
Board of Governors of the Colorado State University System August 6, 2021 Report Item Undergraduate Certificate in Human Resource Management 26 Undergraduate Certificate in Information Technology Operations 6 Undergraduate Certificate in Marketing 9 Undergraduate Certificate in Networking 4 Undergraduate Certificate in Project Management 39 Undergraduate Certificate in Web Application Development 16 TOTAL 210
Graduate – Master Degrees Number Master - Criminal Justice and Law Enforcement Administration 33 Master - Finance 108 Master - Healthcare Administration 262 Master - Healthcare Administration and Management 8 Master - Human Resource Management 182 Master - Information Technology Management 43 Master - International Management 7 Master - Professional Accounting 130 Master - Project Management 80 MS - Data Analytics 67 MS - Management 42 MS - Organizational Leadership 172 MS - Organizational Leadership - Executive 25 MS - Teaching and Learning 57 MS - Teaching and Learning - Principal Licensure 9 Total 1,225
Graduate – Graduate Certificate Number Graduate Certificate in Business Analytics 20 Graduate Certificate in Cyber Security 15 Graduate Certificate in Digital Instructional Architecture 4 Graduate Certificate in Educational Leadership - Principal 34 Licensure Graduate Certificate in Human Resource Management 49 Graduate Certificate in Project Management 70 Graduate Certificate in Strategic Digital Information 2 Total 194
CSU Global Report Degrees awarded in Academic Year 2020-2021
Board of Governors of the Colorado State University System Meeting Date: August 6, 2021 Report Item
CSU: Promotion and Tenure Report
EXPLANATION:
Presented by Mary Pedersen, Provost and Executive Vice President
In May 1995, the State Board of Agriculture delegated authority and responsibility for tenure and promotion decisions to the President of Colorado State University.
Promotion and tenure (P&T) are among the most important decisions a University makes. For tenure-track faculty, typically, a new assistant professor is hired on a tenure- track appointment. The process begins with an extremely rigorous international search process at the time the candidate is hired. Over the span of the next six years, candidates will turn in detailed annual self-evaluations and receive an annual evaluation from their department chairs and an annual review from the department’s P&T committee. After three years, they will have a comprehensive mid-point review overseen by their department’s P&T committee. Candidates not meeting university, college and departmental standards along this six-year path and who do not correct their course, rarely remain at the university long enough to apply for promotion and tenure. When candidates apply for promotion and tenure, they submit an intricately detailed self- evaluation of their scholarship, teaching portfolio, engagement activities, and summary of service to the department, college, university, professional discipline, and our society. This evaluation is reviewed by five to seven qualified neutral external reviewers at comparable universities. These external evaluations combine with the self-evaluation and the five-year body of work to form the basis of review. The review occurs at five levels, starting with the departmental P&T committee, the department chair, the dean, the provost, and concluding with the president. Significant negative external letters, split votes, divergence of opinion between previous reviewers, or otherwise borderline cases are brought to the full Council of Deans to help inform the Provost. Such cases are generally individually reviewed with the President.
Decisions for promoting associate professors to the rank of professor; promotions for contract, continuing, and adjunct faculty members; and post-tenure reviews follow similarly rigorous procedures. We have made a number of major revisions to the processes and expectations for promotion of contract, continuing, and adjunct faculty in recent years, and all departments and colleges now have written expectations in their codes for the various ranks available to contract, continuing, and adjunct faculty. We have been working carefully with the faculty and the administration of the departments and colleges to implement appropriate promotions pathways and professional development expectations for contract, continuing, and adjunct faculty.
CSU-Fort Collins Promotion and Tenure Report
Board of Governors of the Colorado State University System Meeting Date: August 6, 2021 Report Item
COLORADO STATE UNIVERSITY ADVANCEMENT IN RANK AND TENURE TENURE TRACK FACULTY (Tenure is awarded on a 9-month basis) Effective July 1, 2021
Faculty Member Department Action
College of Agricultural Sciences
Stephen Coleman Animal Sciences Grant tenure and promote to Associate Professor
Lily Edwards-Callaway Animal Sciences Grant tenure and promote to Associate Professor
Christopher Goemans Agricultural and Resource Promote to Professor Economics
Rebecca Jablonski Agricultural and Resource Grant tenure and promote to Economics Associate Professor
Jennifer Martin Animal Sciences Grant tenure and promote to Associate Professor
Ioannis Minas Horticulture and Landscape Grant tenure and promote to Architecture Associate Professor
Punya Nachappa Agricultural Biology Grant tenure and promote to Associate Professor
Jessica Prenni Horticulture and Landscape Promote to Professor Architecture
Jane Stewart Agricultural Biology Grant tenure and promote to Associate Professor
Jordan Suter Agricultural and Resource Promote to Professor Economics
Pankaj Trivedi Agricultural Biology Grant tenure and promote to Associate Professor
CSU-Fort Collins Promotion and Tenure Report
Board of Governors of the Colorado State University System Meeting Date: August 6, 2021 Report Item
Faculty Member Department Action
College of Business
Eric Rapley Accounting Grant tenure and promote to Associate Professor
James Stekelberg Accounting Grant tenure and promote to Associate Professor
Jonathan Zhang Marketing Grant tenure and promote to Associate Professor
College of Engineering
Michael Bell Atmospheric Science Promote to Professor
James Cale Systems Engineering Grant Tenure
Shantanu Jathar Mechanical Engineering Grant tenure and promote to Associate Professor
Jeffrey Pierce Atmospheric Science Promote to Professor
Bret Windom Mechanical Engineering Grant tenure and promote to Associate Professor
Jianguo Zhao Mechanical Engineering Grant tenure and promote to Associate Professor College of Health and Human Sciences
Vincent Basile School of Education Grant tenure and promote to Associate Professor
Brett Fling Health and Exercise Grant tenure and promote to Science Associate Professor
Jessica Gonzalez-Voller School of Education Grant tenure and promote to Associate Professor
Christofer Harper Construction Management Grant tenure and promote to Associate Professor
Shannon Hughes School of Social Work Grant tenure and promote to Associate Professor
CSU-Fort Collins Promotion and Tenure Report
Board of Governors of the Colorado State University System Meeting Date: August 6, 2021 Report Item
Faculty Member Department Action
Sarah Johnson Food Science and Human Grant tenure and promote to Nutrition Associate Professor
Heather Leach Health and Exercise Science Grant tenure and promote to Associate Professor
Kaigang Li Health and Exercise Science Grant tenure and promote to Associate Professor
Gloria Luong Human Development and Grant tenure and promote to Family Studies Associate Professor
Mohammed Mehany Construction Management Grant tenure and promote to Associate Professor
Ruoh-Nan Yan Design and Merchandising Promote to Professor
Paula Yuma School of Social Work Grant tenure and promote to Associate Professor
College of Liberal Arts
Nicole Archambeau History Grant tenure and promote to Associate Professor
Raymond Black Ethnic Studies Grant tenure and promote to Associate Professor
Leisl Carr Childers History Grant tenure and promote to Associate Professor
Michael Childers History Grant tenure and promote to Associate Professor
Hye Sueng Chung Communication Studies Promote to Professor
James David School of Music, Theatre Promote to Professor and Dance
Meara Faw Communication Studies Grant tenure and promote to Associate Professor
CSU-Fort Collins Promotion and Tenure Report
Board of Governors of the Colorado State University System Meeting Date: August 6, 2021 Report Item
Faculty Member Department Action
Jason Frazier Art and Art History Grant tenure and promote to Associate Professor
Anders Fremstad Economics Grant tenure and promote to Associate Professor
Aparna Gollapudi English Promote to Professor
Moti Gorin Philosophy Grant tenure and promote to Associate Professor
Peter Harris Political Science Grant tenure and promote to Associate Professor
Del Harrow Art and Art History Promote to Professor
Kit Hughes Communication Studies Grant tenure and promote to Associate Professor
Jason LaBelle Anthropology and Geography Promote to Professor
Ziyu Long Communication Studies Grant tenure and promote to Associate Professor
KuoRay Mao Sociology Grant tenure and promote to Associate Professor
Emily Morgan School of Music, Theatre Grant tenure and promote to and Dance Associate Professor
Ellie Moseman Art and Art History Promote to Professor
Guy Numa Economics Grant tenure and promote to Associate Professor
Silvia Soler Gallego Languages, Literatures Grant tenure and promote to and Culture Associate Professor
Peter Sommer School of Music, Theatre Promote to Professor and Dance
Daniele Tavani Economics Promote to Professor
CSU-Fort Collins Promotion and Tenure Report
Board of Governors of the Colorado State University System Meeting Date: August 6, 2021 Report Item
Faculty Member Department Action
College of Natural Sciences
Christopher Ackerson Chemistry Promote to Professor
Henry Adams Mathematics Grant tenure and promote to Associate Professor
Kim Hoke Biology Promote to Professor
Robert Paton Chemistry Promote to Professor
Olivier Pinaud Mathematics Promote to Professor
Kate Ross Physics Grant tenure and promote to Associate Professor
Kristen Ruegg Biology Grant tenure and promote to Associate Professor
Yongcheng Zhou Mathematics Promote to Professor
College of Veterinary Medicine and Biomedical Sciences
Zaid Abdo Microbiology, Immunology and Promote to Professor Pathology
Diana Hassel Clinical Sciences Promote to Professor
Marcela Henao-Tamayo Microbiology, Immunology, and Grant tenure and promote to Pathology Associate Professor
Del Leary Environmental and Radiological Grant tenure and promote to Health Sciences Associate Professor
Christianne Magee Biomedical Sciences Grant tenure and promote to Associate Professor
Kristy Pabilonia Microbiology, Immunology, and Promote to Professor Pathology
Kurt Selberg Environmental and Radiological Grant tenure and promote to Health Sciences Associate Professor
CSU-Fort Collins Promotion and Tenure Report
Board of Governors of the Colorado State University System Meeting Date: August 6, 2021 Report Item
Faculty Member Department Action
Mark Stenglein Microbiology, Immunology and Grant tenure and promote to Pathology Associate Professor
Jozsef Vigh Biomedical Sciences Promote to Professor
Deanna Worley Clinical Sciences Promote to Professor
Warner College of Natural Resources
Lise Aubry Fish, Wildlife and Conservation Grant tenure and promote to Biology Associate Professor
Daniela Cusack Ecosystem Science and Grant tenure and promote to Sustainability Associate Professor
Yoichiro Kanno Fish, Wildlife and Conservation Grant tenure and promote to Biology Associate Professor
Liba Pejchar Fish, Wildlife, and Conservation Promote to Professor Biology
John Singleton Geosciences Grant tenure and promote to Associate Professor
Lisa Stright Geosciences Grant tenure and promote to Associate Professor
University Libraries
Heidi Zuniga Grant tenure
CSU-Fort Collins Promotion and Tenure Report
Board of Governors of the Colorado State University System Meeting Date: August 6, 2021 Report Item
Promotion & Tenure Statistics for Tenure Track Faculty
• 80 total candidates • 53 Associate Professor with Tenure • 25 Professor • 2 Tenure only
******************************************************************** 2020: 80 total candidates 2019: 83 total candidates 2018: 82 total candidates 2017: 85 total candidates 2016: 75 total candidates 2015: 57 total candidates 2014: 51 total candidates 2013: 89 total candidates 2012: 80 total candidates 2011: 80 total candidates
**********************************************************************
CSU-Fort Collins Promotion and Tenure Report
Board of Governors of the Colorado State University System Meeting Date: August 6, 2021 Report Item
COLORADO STATE UNIVERSITY ADVANCEMENT IN RANK CONTRACT, CONTINUING, AND ADJUNCT FACULTY Effective July 1, 2021
Faculty Member Department Action
College of Agricultural Sciences
Ryan Brooks Animal Sciences Promote to Master Instructor
Donald Eakes Horticulture and Landscape Promote to Master Instructor Architecture
Steve LeValley Animal Sciences Promote to Professor
Tiare Santistevan Animal Sciences Promote to Master Instructor
John Snyder Animal Sciences Promote to Senior Instructor
College of Business
Ramadan Abdunabi Computer Information Systems Promote to Senior Instructor
Shelly Arneson Management Promote to Senior Instructor
Asad Aziz Management Promote to Master Instructor
Tim Rodgers Computer Information Systems Promote to Senior Instructor
Theresa Wernimont Management Promote to Master Instructor
Walter Scott, Jr. College of Engineering
Dan Baker Civil and Environmental Promote to Teaching Associate Engineering Professor
College of Health and Human Sciences
Christine Chard Health and Exercise Science Promote to Associate Professor
Marie Zamzow School of Social Work Promote to Senior Instructor
CSU-Fort Collins Promotion and Tenure Report
Board of Governors of the Colorado State University System Meeting Date: August 6, 2021 Report Item
Faculty Member Department Action
College of Liberal Arts
Judy Bejarano School of Music, Theatre, and Promote to Senior Instructor Dance
Courtenay Biser-Suarez Languages, Literatures, and Promote to Master Instructor Cultures
Laurel Bond INTO CSU (English) Promote to Senior Instructor
Jo Burgess Barbier Economics Promote to Associate Professor
Tim Burns School of Music, Theatre, and Promote to Senior Instructor Dance
Chuchang Chiu Languages, Literatures, and Promote to Master Instructor Cultures
Thomas Conway English Promote to Master Instructor
Christine Discoe INTO CSU (English) Promote to Senior Instructor
Eric Easley Philosophy Promote to Senior Instructor
Eric Fattor Political Sciences Promote to Senior Instructor
Allison Goar Ethnic Studies Promote to Senior Instructor
Sharon Grindle English Promote to Master Instructor
Nancy Henke English Promote to Master Instructor
Megan Hollis INTO CSU (English) Promote to Senior Instructor
Julia Huzieff Languages, Literatures, and Promote to Senior Instructor Cultures
Kyeounghee Kim Languages, Literatures, and Promote to Senior Instructor Cultures
Jodie Kreider History Promote to Senior Instructor
Jenny Levin English Promote to Master Instructor
Elinor Light Communication Studies Promote to Senior Instructor
CSU-Fort Collins Promotion and Tenure Report
Board of Governors of the Colorado State University System Meeting Date: August 6, 2021 Report Item
Faculty Member Department Action
S. Patrick Mahoney Sociology Promote to Associate Professor
Layla Malander INTO CSU (English) Promote to Senior Instructor
Amanda Memoli English Promote to Senior Instructor
Karen Montgomery Moore English Promote to Senior Instructor
Lorella Paltrinieri Languages, Literatures, and Promote to Master Instructor Cultures
Evelyn Pierro INTO CSU (English) Promote to Senior Instructor
Jeremy Proctor English Promote to Master Instructor
John Schilllo INTO CSU (English) Promote to Senior Instructor
Elizabeth Sink Communication Studies Promote to Master Instructor
Kristin Slattery Communication Studies Promote to Master Instructor
Caridad Souza Women and Gender Studies Promote to Associate Professor
Jordan Sowell INTO CSU (English) Promote to Senior Instructor
Debbie Swann School of Music, Theatre, and Promote to Senior Instructor Dance
Loni Thorson INTO CSU (English) Promote to Senior Instructor
Adam Torres School of Music, Theatre, and Promote to Senior Instructor Dance
Abigail Veliquette Communication Studies Promote to Master Instructor
Allison White Political Science Promote to Associate Professor
Frankziska Wilcox Languages, Literatures, and Promote to Master Instructor Cultures
Shannon Zeller Languages, Literatures, and Promote to Senior Instructor Cultures
College of Natural Sciences
John R. (Jack) Applin Computer Science Promote to Senior Instructor
Steve Benoit Mathematics Promote to Associate Professor CSU-Fort Collins Promotion and Tenure Report
Board of Governors of the Colorado State University System Meeting Date: August 6, 2021 Report Item
Faculty Member Department Action
College of Veterinary Medicine and Biomedical Sciences
Tanya Applegate Clinical Sciences Promote to Assistant Professor
Clara Goh Clinical Sciences Promote to Assistant Professor
Rachel Hector Clinical Sciences Promote to Assistant Professor
Timothy Holt Clinical Sciences Promote to Professor
Medora Huseby Microbiology, Immunology, and Promote to Associate Professor Pathology
Kenneth Ivie Biomedical Sciences Promote to Senior Instructor
Linda Lang Environmental and Radiological Promote to Associate Professor Health Sciences
Shari Lanning Clinical Sciences Promote to Assistant Professor
Mike Lyons Microbiology, Immunology, and Promote to Associate Professor Pathology
Sarah Marvel Clinical Sciences Promote to Assistant Professor
Russell Moore Microbiology, Immunology, and Promote to Associate Professor Pathology
Paula Schaffer Microbiology, Immunology, and Promote to Associate Professor Pathology
Warner College of Natural Resources
Paul Layden Human Dimensions of Natural Promote to Master Instructor Resources
University Honors Program
Frances Glycenfer Promote to Senior Instructor
Anne Marie Merline Promote to Master Instructor
Jana Cottrell Promote to Assistant Professor
Sarah Zwick-Tapley Promote to Senior Instructor
CSU-Fort Collins Promotion and Tenure Report
Board of Governors of the Colorado State University System Meeting Date: August 6, 2021 Report Item
Promotion Statistics for Non-Tenure Track Faculty
• 70 total candidates • 31 Senior Instructor • 19 Master Instructor • 1 Teaching Associate Professor • 11 Associate Professor • 6 Assistant Professor • 2 Professor
******************************************************************** 2020: 70 total candidates 2019: 48 total candidates
**********************************************************************
CSU-Fort Collins Promotion and Tenure Report
Board of Governors of the Colorado State University System Meeting Date: August 6, 2021 Report Item
Report: Faculty Activity at Colorado State University
EXPLANATION:
Presented by Mary Pedersen, Provost and Executive Vice President.
Colorado State University employs a comprehensive system for hiring and evaluating faculty performance. The following report describes the results of annual performance reviews, promotion and tenure, and periodic comprehensive reviews (post-tenure reviews). This report also summarizes the hiring process used to attract capable new faculty who are likely to succeed. We include some faculty demographic and salary information as well.
CSU-Fort Collins Post-Tenure and Faculty Activity Report
Board of Governors of the Colorado State University System Meeting Date: August 6, 2021 Report Item
COLORADO STATE UNIVERSITY REPORT ON FACULTY ACTIVITY FOR 2020-2021
Colorado State University seeks to ensure that every regular, tenure-track faculty member meets or exceeds the expectations for his/her appointment. This report summarizes the procedures the University uses to ensure faculty meet the University’s performance standards, and provides a brief analysis of the outcomes of the various types of review. The process begins with the hiring of new faculty (Section I below) and continues with the annual performance reviews (Section II). Untenured faculty members undergo an annual review of progress toward tenure and are reappointed only if satisfactory performance is documented (Section III). At the midpoint of the probationary period, ordinarily during the third year of appointment, such untenured faculty members undergo a more comprehensive review. The critical decision concerning tenure and promotion normally occurs in the sixth year (Section IV). Tenured faculty members undergo a periodic comprehensive review (Section V). The outcomes of these reviews for 2020-2021 indicate that the vast majority of Colorado State University faculty members are performing at or above the expectations for their assignments.
I. PROCESS FOR FACULTY HIRES
Hiring new faculty members is among the most important responsibilities of department faculty and college administrators. The processes used in soliciting applications and interviewing candidates vary across the University as to detail, but universally, the search processes are characterized by thoroughness and intensity. Searches generally share the following characteristics:
1. Positions are advertised in printed and electronic form in locations appropriate for the discipline involved. Advertising must appear in locations ordinarily accessed by potential faculty members who would enhance the diversity of the unit. Members of search committees are expected to be proactive in solicitation of nominations and applications. Advertising typically specifies the expectations of the successful applicant in terms of teaching, advising, research, service, outreach, and engagement.
2. Applicants are asked to provide a letter of interest, a resume (curriculum vita), and typically three letters of recommendation. Application materials may include statements of teaching philosophy, a list of courses the applicant is qualified to teach, summaries of student evaluations, and research plans.
3. Semifinalists are selected after a careful screening by a departmental committee and in strict adherence with clearly defined equal opportunity guidelines. Often, additional information is solicited from other experts in the field.
4. Finalists are selected after another careful screening. Interviews usually include meetings with those who are likely to have important roles in the professional life of the successful applicant. This certainly includes members of the faculty of the
CSU-Fort Collins Post Tenure and Faculty Activity Report
Board of Governors of the Colorado State University System Meeting Date: August 6, 2021 Report Item
department conducting the search, but often also includes faculty members from other departments where interactions and collaborations might occur. Students are often included in the interview process. The interview almost always includes one or more presentations by the applicant and a meeting with the Dean.
II. ANNUAL PERFORMANCE REVIEWS
Performance reviews are conducted for all Colorado State University faculty members on an annual, calendar-year basis. Each faculty member prepares an annual activities report which details his/her activities in teaching, research and creative activity, and service/outreach. Typically, tenure-track faculty members expend 40-55 percent of their effort in teaching, 30-45 percent in research and creative activity, and 5-20 percent in service/outreach. The department head/chair assesses the activities of the faculty member and assigns a performance rating for each of the three categories and an “overall” rating. The faculty member and the head/chair meet to discuss the evaluation which is then forwarded to the college dean’s office for review. The summary report of the evaluation is forwarded to the Provost/Executive Vice President for further review and reporting.
For the calendar year 2020, 1,117 tenured and tenure-track faculty and 628 contract, continuing, and adjunct faculty were reviewed.
The overwhelming majority of the reviews were positive, indicating that the faculty are meeting or exceeding the University’s performance expectations. It is important to note that faculty members who receive “met performance expectations”, and sometimes those who receive “exceeded performance expectations” ratings, may be given suggestions for improvement in one or more of the three categories that are evaluated.
III. REAPPOINTMENT
Academic faculty on tenure-track appointments who have not acquired tenure are appointed on a contractual basis not exceeding one year. Such faculty members undergo an annual review of progress toward tenure by the department Promotion and Tenure Committee, as well as the Department Chair. At the midpoint of the probationary period, ordinarily at the end of the third year of appointment, such faculty members undergo a more comprehensive review. Tenure-track faculty members making satisfactory progress are reappointed.
CSU-Fort Collins Post Tenure and Faculty Activity Report
Board of Governors of the Colorado State University System Meeting Date: August 6, 2021 Report Item
IV. TENURE AND PROMOTION
The following table summarizes Colorado State University’s promotion and tenure activity for tenure track faculty for 2020-2021.
Tenure & Tenure & Promotion Promotion Promotion College Tenure Promotion to Promotion Denied Total to Assistant to Associate to Full Associate to Full Agricultural 8 3 11 Sciences Health and Human 11 1 12 Sciences Business 3 3 Engineering 1 3 2 6 Liberal Arts 15 8 23 Libraries 1 1 Natural 5 1 6 Resources Natural 3 5 8 Sciences Veterinary 5 5 10 Medicine TOTAL 2 0 0 53 25 0 0 80
CSU-Fort Collins Post Tenure and Faculty Activity Report
Board of Governors of the Colorado State University System Meeting Date: August 6, 2021 Report Item
The following table summarizes Colorado State University’s promotion activity for contract, continuing, and adjunct faculty for 2020-2021.
Assistant Senior Associate Instructor Instructor Instructor to Professor Instructor Professor College to Senior to Master Assistant to Total to Master to Instructor Instructor Professor Associate Instructor Professor Professor Agricultural 1 1 2 1 5 Sciences Health and Human 1 1 2 Sciences Business 3 2 5 Engineering 1 1 Honors 2 1 1 4 Liberal Arts 22 12 4 38 Natural 1 1 Resources Natural 1 1 2 Sciences Veterinary 1 5 5 1 12 Medicine TOTAL 31 2 17 6 12 2 70
While there were no cases denied this year, this does not mean that every other case that was initially proposed was successful. Each year, there are cases that come forward that are withdrawn for a variety of reasons, most having to do with some level of administrative discouragement due to a perception that the case is not strong enough yet. The above statistics represent those cases that made it through the process leading to a formal recommendation by the Provost to the President.
V. COMPREHENSIVE REVIEW OF TENURED FACULTY
All tenured faculty at Colorado State University are subject to periodic comprehensive reviews of their performance. Phase I Comprehensive Performance Reviews of faculty are conducted by the department head/chair at intervals of five years following the acquisition of tenure, or if there are two unsatisfactory annual reviews within a five-year period. The department head’s review identifies strengths and any deficiencies in the faculty member’s performance. Department heads who believe that a faculty member’s deficiencies can be corrected without implementing a Phase II Comprehensive Performance Review prepare, in consultation with the faculty member, a specific professional development plan to assist the faculty member in meeting the department’s performance expectations. The review may also result in changes in the distribution of the faculty member’s effort across teaching, research, outreach, and service.
CSU-Fort Collins Post Tenure and Faculty Activity Report
Board of Governors of the Colorado State University System Meeting Date: August 6, 2021 Report Item
If a faculty member’s deficiencies are deemed to be more significant, a Phase II Comprehensive Performance Review is initiated. This review is conducted, according to procedures specified in the department’s Code, by three of the faculty member’s peers at the same or higher rank. The department head is not a committee member. A majority of the committee must decide if the faculty member’s performance: a) is satisfactory, b) has minor deficiencies, c) has deficiencies that are substantial and chronic or recurrent and must be remedied, or d) is so unsatisfactory as to warrant possible sanctions up to and including tenure revocation. When deficiencies are noted that must be remedied, the department head and faculty member design a professional development plan indicating how the deficiencies are to be remedied and set timelines for accomplishing each element of the plan. Such development plans must be approved by the dean of the college. When sanctions are involved, the Provost/Executive Vice President makes a recommendation to the President regarding action. [see: Colorado State University, Academic Faculty and Administrative Professional Manual, E.14.3, Periodic Comprehensive Reviews of Tenured Faculty].
In the past year (2020), two professional development plans were implemented. The following table summarizes the results of the reviews by College and by outcome.
2020-2021 Comprehensive Review Summary
Professional College Number Satisfactory Development Phase II Not Plans Completed Agricultural Sciences 13 11 2 Health and Human 16 15 1 Sciences Business 6 6
Engineering 10 9 1
Liberal Arts 21 21
Natural Resources 6 5 1
Natural Sciences 19 19 Vet. Med. and Biomedical 25 20 1 Sciences 4 Libraries 0 0
Total 116 106 3 2 5
CSU-Fort Collins Post Tenure and Faculty Activity Report
Board of Governors of the Colorado State University System Meeting Date: August 6, 2021 Report Item
Results from the last six years of Comprehensive Reviews are recorded in the table below.
Five Year Comprehensive Review Summary
Professional Not Year Number Satisfactory Development Phase II Completed Plans 2014-2015 77 77 1 0 2015-2016 124 123 2 1 2016-2017 125 122 2 3 2017-2018 143 143 2 0 2018-2019 124 123 3 1 2019-2020 83 82 1 0 2020-2021 116 106 3 2 5
CSU-Fort Collins Post Tenure and Faculty Activity Report
Board of Governors of the Colorado State University System Meeting Date: August 6, 2021 Report Item
VI. Faculty Workload Analysis
As part of a review of faculty workload reports in FY13, the Academic and Student Affairs Committee agreed on a set of six metrics to use to measure faculty workload; these are:
• The UG Student/Faculty Ratio as computed for the IPEDS data set • The UG FTE/AAUP Instructional Faculty ratio • The UG Degrees/AAUP Instructional Faculty ratio • The Graduate FTE/AAUP Instructional Faculty ratio • The Graduate Degrees/AAUP Instructional Faculty ratio • NSF Research Expenditures/AAUP Instructional Faculty
Institutional Research, Planning and Effectiveness has been tracking these metrics for some time; we present below the past five years of data.
CSU-Fort Collins Post Tenure and Faculty Activity Report
Board of Governors of the Colorado State University System Meeting Date: August 6, 2021 Report Item
VII. Faculty Demographics
VII. Faculty Demographics
Below we present basic faculty demographic data by appointment type for the past ten years; these statistics and many others can be found in the CSU Fact Book. Across all ranks and appointment types, the proportion of racially minoritized faculty has increased to 14.4% of the total (up from 13.8%) while the proportion of female faculty was consistent at 47% of the total. These data are from fall 2020 and do not reflect any retirements that occurred in the December incentive program.
CSU-Fort Collins Post Tenure and Faculty Activity Report
Board of Governors of the Colorado State University System Meeting Date: August 6, 2021 Report Item
CSU-Fort Collins Post Tenure and Faculty Activity Report
Board of Governors of the Colorado State University System Meeting Date: August 6, 2021 Report Item
CSU-Fort Collins Post Tenure and Faculty Activity Report
Board of Governors of the Colorado State University System Meeting Date: August 6, 2021 Report Item
VIII. Faculty Compensation Comparisons
Using AAUP data, CSU faculty salaries and total compensation continue to lag behind our peers. Depending on rank, average salaries are 91-96% of peers while total compensation is around 94-98% of peers. However, AAUP is no longer collecting the total fringe benefits, only the percentage of retirement and medical to salary. Overall, the CSU average faculty salary remains at 91% of our peers (similar to last year); total compensation is higher at around 94%.
2020-21 Faculty Salaries - BOG Peer Group Full Professor Associate Professor Assistant Professor All Ranks Combined Total Average Total Average Total Average Total Average Institution Number Dollars Salary Number Dollars Salary Number Dollars Salary Number Dollars Salary
Iowa State 563 73,415,200 130,400 502 47,439,000 94,500 435 35,931,000 82,600 1,500 156,785,200 104,523 Kansas State 285 33,031,500 115,900 311 28,269,900 90,900 192 14,822,400 77,200 788 76,123,800 96,604 Michigan State 801 124,315,200 155,200 620 63,674,000 102,700 717 60,012,900 83,700 2,138 248,002,100 115,997 North Carolina State 742 100,318,400 135,200 466 44,596,200 95,700 436 36,885,600 84,600 1,644 181,800,200 110,584 Oklahoma State 316 35,992,400 113,900 265 23,558,500 88,900 341 27,211,800 79,800 922 86,762,700 94,103 Oregon State 323 43,152,800 133,600 283 28,809,400 101,800 197 18,301,300 92,900 803 90,263,500 112,408 Purdue University 922 136,732,600 148,300 526 56,597,600 107,600 670 62,846,000 93,800 2,118 256,176,200 120,952 Texas A & M 996 152,587,200 153,200 491 51,947,800 105,800 380 36,784,000 96,800 1,867 241,319,000 129,255 Univ of California, Davis 827 151,671,800 183,400 281 35,265,500 125,500 304 33,561,600 110,400 1,412 220,498,900 156,161 Univ of Illinois, Urbana 857 136,263,000 159,000 501 54,558,900 108,900 565 57,573,500 101,900 1,923 248,395,400 129,171 Univ of Tennessee 521 77,576,900 148,900 405 41,026,500 101,300 343 29,841,000 87,000 1,269 148,444,400 116,977 Virginia Tech 584 87,716,800 150,200 524 55,334,400 105,600 585 53,761,500 91,900 1,693 196,812,700 116,251 Washington State 334 43,720,600 130,900 297 28,036,800 94,400 199 17,910,000 90,000 830 89,667,400 108,033
COLORADO STATE 484 65,049,600 134,400 362 35,584,600 98,300 373 31,070,900 83,300 1,219 131,705,100 108,044
TOTAL EXCLUDING CSU 8,071 1,196,494,400 148,246 5,472 559,114,500 102,177 5,364 485,442,600 90,500 18,907 2,241,051,500 118,530
CSU as Pcte of Peer Avg 90.7% 96.2% 92.0% 91.2%
2019-20 Faculty Compensation - BOG Peer Group Full Professor Associate Professor Assistant Professor All Ranks Combined Total Average Total Average Total Average Total Average Institution Number Dollars Comp Number Dollars Comp Number Dollars Comp Number Dollars Comp
Iowa State 563 88,832,392 157,784 502 57,401,190 114,345 435 43,476,510 99,946 1,500 189,710,092 126,473 Kansas State 285 39,373,548 138,153 311 33,697,721 108,353 192 17,668,301 92,022 788 90,739,570 115,152 Michigan State 801 147,313,512 183,912 620 75,453,690 121,700 717 71,115,287 99,185 2,138 293,882,489 137,457 North Carolina State 742 121,284,946 163,457 466 53,916,806 115,701 436 44,594,690 102,281 1,644 219,796,442 133,696 Oklahoma State 316 45,350,424 143,514 265 29,683,710 112,014 341 34,286,868 100,548 922 109,321,002 118,569 Oregon State 323 61,535,893 190,514 283 41,082,204 145,167 197 26,097,654 132,475 803 128,715,751 160,294 Purdue University 922 166,130,109 180,185 526 68,766,084 130,734 670 76,357,890 113,967 2,118 311,254,083 146,957 Texas A & M 996 185,546,035 186,291 491 63,168,525 128,653 380 44,729,344 117,709 1,867 293,443,904 157,174 Univ of California, Davis 827 198,235,043 239,704 281 46,092,009 164,029 304 43,865,011 144,293 1,412 288,192,062 204,102 Univ of Illinois, Urbana 857 174,280,377 203,361 501 69,780,833 139,283 565 73,636,507 130,330 1,923 317,697,717 165,209 Univ of Tennessee 521 95,186,856 182,700 405 50,339,516 124,295 343 36,614,907 106,749 1,269 182,141,279 143,531 Virginia Tech 584 109,821,434 188,050 524 69,278,669 132,211 585 67,309,398 115,059 1,693 246,409,500 145,546 Washington State 334 53,120,529 159,044 297 34,064,712 114,696 199 21,760,650 109,350 830 108,945,891 131,260
COLORADO STATE 484 80,986,752 167,328 362 44,302,827 122,384 373 38,683,271 103,709 1,219 163,972,850 134,514
TOTAL EXCLUDING CSU 7,244 1,287,776,055 177,771 5,191 646,633,659 124,568 5,060 557,648,005 110,207 17,495 2,492,057,719 142,444
CSU as Pcte of Peer Avg 94.1% 98.2% 94.1% 94.4%
CSU-Fort Collins Post Tenure and Faculty Activity Report
Board of Governors of the Colorado State University System Meeting Date: August 6, 2021 Report Item
When using CUPA data to compare our tenure-track/tenured faculty (TTF) salaries to other R1 institutions, the results are similar to the AAUP comparison. CSU TTF salaries are 91% of the median across ranks as shown in the table below. The assistant professor salary as a percent of the peer median is 90%; the associates are at 95%; full professors are at 89%. A multi-year phased in approach to raise the TTF salaries in many of the departments in the College of Liberal Arts began two years ago.
CSU-Fort Collins Post Tenure and Faculty Activity Report
Board of Governors of the Colorado State University System Meeting Date: August 2021 Report Item
MATTERS FOR ACTION:
Report on annual faculty performance. Report Item. No Action Necessary
EXPLANATION:
Presented by Mohamed Abdelrahman, Provost and Executive Vice President for Academic
Affairs, CSU Pueblo.
INTRODUCTION: The report summarizes major actions taken during the 2020-2021 academic year.
REPORT ON FACULTY ACTIVITY FOR AY 2020-2021 Colorado State University-Pueblo has in place policies, procedures and practices to ensure that every tenure-track faculty member meets or exceeds the performance expectations for his/her position when hired and throughout his/her career at the University. This report summarizes the relevant procedures and recent review results.
The performance review process begins with the hiring of new faculty (Section I below) and continues with the annual performance reviews (Section II). Untenured faculty members undergo an annual review of progress toward tenure and are reappointed only if satisfactory performance is documented (Section III). The critical decision concerning tenure normally occurs in the sixth year (Section IV). Tenured faculty members undergo periodic comprehensive review (Section V). The outcomes of these reviews for 2020-21 indicate that the vast majority of Colorado State University-Pueblo faculty are performing at or above the expectations for their assignments.
I. PROCESS FOR FACULTY HIRES Hiring qualified new faculty members is among the most important responsibilities of department faculty and college administrators. The process used in soliciting applications and interviewing candidates is thorough, objective and conforms to central policies. Searches share the following characteristics:
All tenure-track faculty searches are conducted nationally. Positions are advertised in printed and electronic form in locations appropriate for the discipline involved. All positions are posted on the University’s web site and, typically, in the discipline’s major print and electronic resources for job searches. Members of search committees are expected to be proactive in soliciting nominations and applications, and, typically, contact is made with leading doctoral programs in the discipline, especially those with high rates of minority and Hispanic graduates. Advertising specifies the expectations of the successful applicant in terms of teaching, scholarship, and faculty duties unique to the position.
CSU Pueblo Program Review Calendar Board of Governors August 2021 Page 1 of 9 Board of Governors of the Colorado State University System Meeting Date: August 2021 Report Item
Applicants are asked to provide a letter of interest, résumé (curriculum vitæ), evidence of excellent teaching performance and names of references and/or letters of recommendation.
A search and screen committee is named, with the majority of members representing the discipline in which the position exists. Faculty from other disciplines sometimes are named to the search and screen committee in order to promote diversity or to represent the teaching interests of related fields.
Candidates meeting minimum qualifications are determined after a careful review by the search and screen committee and in strict adherence with clearly defined University guidelines. The group of qualified candidates is further reviewed through more extensive examination of submitted materials, telephone interviews with references and/or telephone or online video interviews with the top candidates.
The resulting finalists are invited for an on-campus interview. Interviews usually include meetings with those who are likely to have important roles in the professional life of the successful applicant. This includes members of the faculty of the department conducting the search, but often also includes faculty members from other departments where interactions and collaborations might occur. Students are included in the interview process. The interview almost always includes two presentations by the applicant: a teaching demonstration and a presentation of scholarly work.
II. ANNUAL PERFORMANCE REVIEWS Performance reviews are conducted for tenure and tenure-track Colorado State University-Pueblo faculty on an annual, calendar-year basis. Each faculty member prepares an annual activities report, which details his/her activities in teaching, scholarship/creative activity, and service/outreach in relation to the faculty member’s annual performance goals and plan. The department chair assesses the activities of the faculty member in light of formal departmental and college performance standards and University performance criteria. The faculty member and the chair meet to discuss the evaluation, which is then forwarded to the college (or school) dean’s office for review. The dean’s and the chair’s recommendations are forwarded to the provost for further review, and then all recommendations are submitted to the president for final approval. Starting in the AY 2018-2019 visiting and adjunct faculty performance reviews also will be conducted annually within the department, with reports forwarded to the dean’s office for review. These reviews will inform professional development and faculty assignments to maintain academic quality.
For the calendar year 2020, 121 tenured and tenure-track faculty members were reviewed (compared to 127 in 2019 and 133 in 2018). This number includes department chairs. The outcomes are tabulated below:
CSU Pueblo Faculty Activity Report Board of Governors August 2021 Page 2 of 9
Board of Governors of the Colorado State University System Meeting Date: August 2021 Report Item
College Abbreviations • CHASS: College of Humanities and Social Sciences • CHEN: College of Health, Education and Nursing • STEM: College of Science, Technology, Engineering and Mathematics • HSB: Hasan School of Business
Tenure-Track Tenured Total % Faculty Faculty Exceptional performance 5 26 31 26% Exceeds expectations 19 47 66 55% Meets expectations 9 15 24 20% Below Expectations 0 0 0 0%
As part of the annual review process, all faculty receive feedback about the quality of their performance, and this feedback affects the identification of performance goals for the next year. Additionally, faculty members receiving “below expectations” evaluations overall or in any evaluation category prepare special development plans, in consultation with their chairperson (see below).
III. REAPPOINTMENT Academic faculty on regular appointments who have not acquired tenure are appointed on a contractual basis not exceeding one year. Such faculty members undergo an annual review of progress toward tenure as part of the standard annual review process. Faculty members making satisfactory progress are reappointed. A midpoint performance review is also conducted in the midpoint of a tenure-track faculty member’s normal probationary period (i.e. typically in the third year of the six year probationary period).
IV. TENURE AND PROMOTION The following table summarizes Colorado State University-Pueblo promotion and tenure outcomes for 2021.
Requested Tenure Requested Requested & Promotion to Promotion to Total Academic Unit Promotion to Full Denied Associate Associate Actions Professor Professor Professor CHASS 0 0 3 0 3 CHEN 2 0 1 0 3 HSB 0 0 1 0 1 Library 0 0 0 0 0 STEM 2 1 0 0 3 TOTAL 4 1 5 0 10 *Tenure and promotion counted as two separate actions
CSU Pueblo Faculty Activity Report Board of Governors August 2021 Page 3 of 9
Board of Governors of the Colorado State University System Meeting Date: August 2021 Report Item
Additionally, the following table summarizes the promotion of faculty lecturers to Senior Lecturers:
Academic Unit* Requested Promotion to Senior Lecturer CHASS 6 CHEN 3 HSB 0 Library 0 STEM 5 TOTAL 14
V. COMPREHENSIVE REVIEW OF TENURED FACULTY All tenured faculty at Colorado State University-Pueblo must complete a comprehensive, post-tenure review every five years. This review consists of the annual performance review for the current year plus a review of performance over the previous four years. If the comprehensive review results in a non-meritorious rating or if two successive annual reviews result in a non-meritorious rating, a cumulative performance review is scheduled for the following year. In the interim, the faculty member works closely with the department chair to analyze deficiencies and to develop a detailed professional development plan for improvement. This process of analysis and developing a plan is tied closely to the formally defined University criteria and college/school and department standards for performance. The cumulative review includes a self-assessment of performance, and assessments conducted by the department chair, the College Personnel and Review Committee, the dean, and the provost. In the past academic year, 13 comprehensive reviews were scheduled. The table below summarizes the results of the reviews by college/school and by outcome.
2020 Comprehensive Post-Tenure Review Summary
Delayed or College* Number scheduled Meets or exceeds expectations Canceled CHASS 8 3 5** CHEN 1 1 0 HSB 3 3 0 Library 0 0 0 STEM 4 3 1 Totals 16 10 6
**2 CHASS CPTRs were delayed due to COVID and Psychology/CIHHI building remodel; 3 CPTRs canceled (two for promotion and one for retirement)
CSU Pueblo Faculty Activity Report Board of Governors August 2021 Page 4 of 9
Board of Governors of the Colorado State University System Meeting Date: August 2021 Report Item
VI. FACULTY WORKLOAD The chart below is an update from material submitted for prior Board of Governors meetings. Data are obtained from the Integrated Postsecondary Education Data System (IPEDS).
CSU-Pueblo Faculty Workload 2016* 2017* 2018* 2019* 2020* CSU CSU Peer CSU Peer CSU Peer CSU Peer Peer Median Pueblo Pueblo Median Pueblo Median Pueblo Median Pueblo Median IPEDS UG Student 16 17.5 14 16 14 17 15 16 15 16 Faculty Ratio UG FTE/IPEDS 30.74 22.99 25.70 23.20 24.49 24.02 24.95 23.79 26.10 23.10 Instructional Faculty UG Degrees/IPEDS 5.22 5.62 5.03 5.83 5.15 5.92 5.68 6.15 6.12 5.91 Instructional Faculty GR FTE/IPEDS 9.23 3.22 6.28 3.79 14.41 2.86 17.79 2.92 10.57 3.70 Instructional Faculty GR Degrees/ IPEDS 0.58 1.22 0.92 1.29 0.82 1.32 1.02 1.65 0.95 1.86 Instructional Faculty Research Exp./IPEDS 21,345 4,355 34,201 4,221 32,459 3,626 37,934 4,302 37,670 4,496 Instructional Faculty Source: All variables are directly from IPEDS. The most recent available data is used; data may be “provisional” when used. "Peers" are from peer set approved December 2011; see section VII for details.
* Each year refers to students & faculty in fall of that year; degrees awarded and research expended are for the fiscal year that includes fall of that year.
CSU Pueblo Faculty Activity Report Board of Governors August 2021 Page 5 of 9
Board of Governors of the Colorado State University System Meeting Date: August 2021 Report Item
Operational Definitions: IPEDS UG Student Faculty Ratio: Self-reported to IPEDS; essentially it’s (full-time undergraduate students + 1/3rd of part-time undergraduate students) DIVIDED BY (full-time faculty + 1/3rd part- time faculty).
UG FTE/IPEDS Instructional Faculty: Computed as (full-time undergraduate degree-seeking students + 1/3rd of part-time undergraduate degree-seeking students) DIVIDED BY (IPEDS reported instructional [tenured and tenure-track, FT+PT/3] faculty)
UG Degrees/IPEDS Instructional Faculty: Computed as (undergraduate degrees conferred) DIVIDED BY (IPEDS reported instructional [tenured and tenure-Track, FT+PT/3] faculty)
GR FTE/IPEDS Instructional Faculty: Computed as (full-time graduate students + 1/3rd of part- time graduate students) DIVIDED BY (IPEDS reported instructional [tenured and tenure-track, FT+PT/3] faculty)
GR Degrees/IPEDS Instructional Faculty: Computed as (graduate degrees conferred) DIVIDED BY (IPEDS reported instructional [tenured and tenure-track, FT+PT/3] faculty), using master’s degrees only.
Research Exp./Instructional Faculty: Computed as (IPEDS reported annual research expenditures) DIVIDED BY (IPEDS reported instructional [tenured and tenure-track, FT+PT/3] faculty))
Data indicate that CSU Pueblo has a student to faculty ratio that is lower than that of its peers. While this may create a positive classroom experience, it is important to achieve balance in efficiency and effectiveness. CSU Pueblo has maintained this relationship with its peers’ ratio as both CSU Pueblo and its peers did not meaningfully change their ratios. The second and fourth rows of the table indicate that, on average, CSU-Pueblo tenured and tenure-track faculty have more students than the median of the peer set, but this is largely attributable to a substantial number of non-degree seeking students in Extended Studies who are included in the student FTE but not instructed by CSU Pueblo faculty. The ratio of undergraduate and graduate degrees awarded per faculty member (tenured and tenure-track) is below the peer median.
VII. FACULTY COMPENSATION COMPARISONS The most recent peer set was determined at the December 2011 Board of Governors meeting and is listed below. Faculty salaries relative to this peer set, as obtained IPEDS, are summarized in the table on the next page.
The table on the follow page shows that CSU-Pueblo faculty salaries are below the peer averages for each rank. On average, in academic year 2020-21, CSU Pueblo professors earned $9,295 less than their peers, associate professors earned $9,673 less, and assistant professors earned $7,115 less. This trend has been consistent for each of the past three academic years shown in the table. The disparity with
CSU Pueblo Faculty Activity Report Board of Governors August 2021 Page 6 of 9
Board of Governors of the Colorado State University System Meeting Date: August 2021 Report Item peers persists despite targeted equity adjustments and university-wide cost of living adjustments in recent years. In the last year, this disparity is shrinking at all academic ranks.
The peer set, approved by the CSU System Board in December 2011, is: Augusta State University California State University-Stanislaus Emporia State University Midwestern State University Missouri Western State University The University of Tennessee-Martin The University of Texas at Tyler University of Colorado-Colorado Springs University of Michigan-Flint University of South Carolina-Upstate Washburn University
As noted in the table, Augusta State University no longer exists, having merged with Georgia Health Sciences University and forming Georgia Regents University by fall 2013. The current university includes both a dental and a medical school.
CSU Pueblo Faculty Activity Report Board of Governors August 2021 Page 7 of 9
Board of Governors of the Colorado State University System Meeting Date: August 2021 Report Item
Faculty Salaries - Board of Governors Peer Group AY 2020-2021 AY 2019-2020 AY 2018-2019 Associate Assistant Associate Assistant Associate Assistant Professor Professor Professor Professor Professor Professor Professor Professor Professor average average average average average average average average average # # # # # # # # # Institution salary salary salary salary salary salary salary salary salary Augusta State NA NA NA NA NA NA NA NA NA NA NA NA NA NA NA NA NA NA University* California State 134 106,455 53 93,311 83 79,484 134 107,920 53 94,416 83 79,484 129 105,663 45 93,211 87 79,206 University-Stanislaus Colorado State 42 85,927 37 68,809 59 61,031 42 83,288 35 66,680 56 60,818 43 84,146 45 64,424 52 59,056 University-Pueblo Emporia State 68 70,782 57 66,521 78 61,524 68 74,711 57 69,512 78 61,952 71 73,463 61 65,494 76 62,123 University Midwestern State 48 94,211 74 77,779 92 62,475 48 94,586 74 78,587 92 65,826 40 93,389 75 78,561 89 66,976 University Missouri Western 48 74,868 50 60,947 81 56,910 48 74,868 50 60,947 81 56,910 46 75,157 48 63,760 88 56,735 State University The University of 82 79,468 78 71,183 45 65,641 82 82,865 78 72,364 45 66,781 85 83,357 72 71,539 49 64,607 Tennessee-Martin The University of 61 100,448 86 83,976 73 70,056 61 100,750 86 82,999 73 71,716 57 99,043 82 86,917 75 70,068 Texas at Tyler University of Colorado-Colorado 70 118,026 83 91,598 111 78,288 70 118,026 83 91,598 111 78,288 79 113,084 82 87,627 99 74,616 Springs University of 46 120,459 96 85,441 70 78,545 46 121,930 96 89,475 70 84,694 48 118,517 85 85,613 84 82,715 Michigan-Flint University of South 42 78,566 56 71,441 68 62,719 42 82,164 56 71,976 68 63,105 37 81,401 58 67,312 59 62,057 Carolina-Upstate Washburn 77 96,494 48 69,297 71 61,050 77 99,197 48 71,789 71 61,668 73 101,516 53 71,269 68 61,541 University Averages of peers 67.6 95,222 68.1 78,842 77.2 68,146 67.6 97,006 68.1 79,706 77.2 69,461 66.5 95,963 66.1 78,009 77.4 68,692 CSU-Pueblo as % of 90.2% 87.7% 89.6% 85.9% 83.7% 87.6% 87.7% 82.6% 86.0% peer average CSU-Pueblo as % of 90.1% 92.2% 95.1% 86.0% 88.3% 91.7% 88.8% 84.8% 88.1% peer median Note-IPEDS salaries include faculty on 9, 10, 11, or 12-month contracts. Our peers are predominately on 9-month contracts. Average salaries of peers are weighted by # of faculty. *-Augusta State University no longer exists, having merged with Georgia Health Sciences University to form Georgia Regents University.
CSU Pueblo Faculty Activity Report Board of Governors August 2021 Page 8 of 9
Board of Governors of the Colorado State University System Meeting Date: August 2021 Report Item
VIII. FACULTY DEMOGRAPHICS The ten most recent years of faculty rank and demographic data are summarized in the table below. The number of faculty peaked in 2013-14 at 199 and was at its lowest in 2019-2020, rebounding slightly in the last year. The number of full-time faculty has decreased by 19 over the 10-year period, with tenure and tenure-track faculty positions accounting for all the decline.
Full-time faculty by rank, gender and ethnicity Academic Associate Assistant Total Total Full Year Professor Professor Professor Tenured/TT Time * Men Women Minority 2020-2021 42 37 38 117 171 90 81 36 2019-2020 42 35 40 117 164 94 70 33 2018-2019 41 45 42 128 174 96 78 33 2017-2018 45 47 41 133 196 104 92 40 2016-2017 47 45 32 124 182 95 87 40 2015-2016 45 53 27 125 181 97 84 42 2014-2015 44 51 25 120 180 99 81 39 2013-2014 45 55 36 136 199 110 89 41 2012-2013 46 47 51 144 195 106 89 40 2011-2012 49 42 58 149 190 102 88 38 *-includes visiting faculty and lecturers
The percentage of female full-time faculty has fluctuated during the last 10 years but returned to its 2012-13 value of 43% in the last year. The rate of minority full-time faculty has remained fairly steady over the ten-year span, accounting for 19% or more of the faculty since 2012-13. The table below provides further depth to the data, with a breakdown by rank and gender for tenured or tenure-track faculty. The data shows that the decline in tenured and tenure-track faculty has occurred across ranks, genders, and race/ethnicity.
Tenured or tenure-track faculty by rank, gender and ethnicity Academic Professor Associate Professor Assistant Professor Year Total Total Total Total Men Women Men Women Men Women Men Women Minority Faculty 2020-2021 29 13 20 17 19 19 68 49 25 117 2019-2020 31 11 20 15 20 20 71 46 23 117 2018-2019 29 12 26 19 19 23 74 54 25 128 2017-2018 30 15 27 20 20 21 77 56 31 133 2016-2017 31 16 25 20 14 18 70 54 31 124 2015-2016 31 14 27 26 16 11 74 51 29 125 2014-2015 30 14 25 26 16 9 71 49 30 120 2013-2014 34 11 26 29 22 14 82 54 33 136 2012-2013 35 11 22 25 27 24 84 60 35 144
CSU Pueblo Faculty Activity Report Board of Governors August 2021 Page 9 of 9
Section 11
Real Estate and Facilities Committee
BOARD OF GOVERNORS OF THE COLORADO STATE UNIVERSITY SYSTEM REAL ESTATE/FACILITIES COMMITTEE MEETING AGENDA August 6, 2021
Committee Chair: Russell DeSalvo (Chair) Assigned Staff: Jason Johnson, General Counsel, Ajay Menon, CSU Research Foundation
EXECUTIVE SESSION
OPEN SESSION
Section 12 Consent Agenda
A. Colorado State University System Minutes of the May 4, 2021 Audit and Finance Committee Meeting Minutes of the May 6, 2021 Board Meeting and Committee Meetings Minutes of the June 10-11, 2021 Retreat, Board and Committee Meetings
B. Colorado State University New Degree Program: Graduate Certificate Substance Use Disorder Identification and Treatment Faculty Manual Change: Section C.2.1.9.3 Membership and Organization Approval of Degree Candidates Program Review Schedule AY 21-22
C. CSU Pueblo Faculty Handbook Changes Approval of Degree Candidates Program Review Schedule AY 21-22
D. CSU Global Campus Faculty Handbook Revision Approval of Degree Candidates
The Board of Governors of the Colorado State University System Audit and Finance Committee Meeting Minutes Conducted Remotely May 4, 2021
WEDNESDAY, MAY 4, 2021
Governors present: Jane Robbe Rhodes, Treasurer (Chair); Russell DeSalvo; Armando Valdez; Nicole Hulet, CSU Global Student Representative; Melinda Smith, CSU Faculty Representative Administrators and staff present: Jason Johnson, General Counsel/Secretary to the BOG, CSU System; Henry Sobanet, Senior Vice Chancellor for Administration and Government Relations/Chief Financial Officer, CSU System; Lynn Johnson, Deputy Chief Financial Officer, CSU System, and Vice President of Operations, CSU; Susy Serrano, Director of Internal Auditing, CSU System; Margaret Henry, Treasurer, CSU System; Alejandro Rojas-Sosa, VP Administration and Finance, CSU Pueblo; Yvonne Harris-Lot, CSU Global; Bridget Mullen, Director of Budgets and Finance, CSU System; Melanie Geary, Board Liaison. Angie Neilson, Director of Budgets, CSU Fort Collins. CALL TO ORDER Governor Robbe Rhodes, Chair of the Audit and Finance Committee, convened the committee at 9:03 a.m. and asked Internal Audit Director Susy Serrano to begin with audit items.
Audit Items Internal Audit Director Serrano reviewed the Internal Auditing Dashboard and Status of the Audit Plan. She discussed how tracking the productivity metrics could have an unintended consequence of discouraging staff from taking time off so the department would be reviewing to keep it sustainable with current staffing levels. She noted that the vacancy for the CSU Pueblo Auditor was completed and the new staff member would start July 1, 2021. The searches to fill the vacancies in Fort Collins were underway. She then discussed the completed Audits before moving on to the proposed Audit Plan of 2021-2022. She reviewed the process/risk assessment used to identify potential projects for the year ahead, the ranking of the projects and how the final plan is decided. She noted that over 40 Executive level employees across the System were interviewed during the process. The projects identified for the Audit Plan included: Conflict of Interest; VP Diversity Transition; Sponsored Program Billing and Receivables; ADA Compliance; Distributed IT Risk Assessment; IT Vendor Management; Housing Management System;’ COVID Relief Funds; Vision 2028 Controls and President’s Office CSU Pueblo; Sustainability of High-Risk Audit recommendations; Facilities Recharge Accounts and Clery Compliance. She noted that Internal Audit needed to remain agile throughout the year and that the plan can be adjusted due to demand from other risks.
Finance Items Governor Robbe Rhodes introduced CFO Sobanet to begin the Finance portion of the meeting.
State Budget Update Senior Vice Chancellor Sobanet provided an update on the status of budget discussions and progress at the state level. He noted that the Governor’s office and Legislature were supportive of a 3 percent tuition increase. He noted that the legislature had restored the Cyber Security Funding and applied $7.2 M for controlled maintenance. The Capital Development Committee had approved $17 M to fund the CSU Pueblo Technology Building.
FY 2021 3rd Quarter Financial Statements Deputy CFO Lynn Johnson let the financials stand as submitted. Campus Budget Updates and Tuition Discussion Senior Vice Chancellor Sobanet introduced the campus budget discussions. He noted that CSU was adjusting their schedules to include a 3 percent salary increase which would increase the operating budget by $11M and also increase the deficit by $11M.
Mr. Sobanet reviewed the incremental revenue and expenses for CSUFC and CSUP and toolkit available to the Board and campuses for balancing budgets for next fiscal year. He noted the System was updating the use of strategic reserves which included CSU Spur campus activation; maintaining the reduced campus support of the System budget as they continue to shore up budget gaps that the board endorsed 2- 3 years to close that gap.
CSU Fort Collins: CFO Johnson shared the campus’s updated E&G budget schedules. She reviewed the sources of funds included in the draft budget that included $79.5 M from Federal Stimulus funding; $17 M in base budget reductions; $550 reduction in System support; $20 M carryover draw from the reserves; $18.3 M draw from scoop and toss. She noted that CARES (COVID Aid, Relief, and Economic Security) Act funding from the state was being applied to the $19.4 M in new expenses related to the Pandemic which included screening, testing, quarantining, contact tracing etc. She noted that $ 44.1 M HERF (Higher Education Emergency Relief Fund) Funding was utilized to shore up the budget and cover any lingering COVID expenses. The short fall was $18.4 M and with a 3 percent salary increase of $11 M the overall shortfall would be $29.4 M.
CSU Pueblo: VP for Administration and Finance shared the campus’s updated E&G budget schedules which followed a similar process to Fort Collins. He then reviewed the process to close the anticipated $21 M budget shortfall for the current fiscal year which included funding from System and Scoop and Toss reserves along with funding from the Federal Government from HERF 1 and 2 to shore up the budget. The result meant they had the ability to carry forward the allocated System Reserves and Scoop and Toss draws to FY 22. He noted that the State’s new funding formula also benefited CSU Pueblo significantly allocating new resources.
CSU Global: CO Yvonne Harris-Lott reported no adjustments to the CSU Global budget. She they were currently operating at a 28 percent operating margin and were aiming for 30 percent for FY 22. She noted they are increasing some instructional costs by aiding some fulltime faculty to focus on quality.
CSU System Treasury Update Treasurer Margaret Henry reported on the CSU System Treasury performance, as of March 31, 2021 noting that from the $380 M invested the System had realized $ 80 M in accumulated gains since it was established. She noted the performance of the State Treasury was 1.42 percent in 12 months.
Debt Capacity Treasurer Margaret Henry explained that the Debt Capacity presentation would be presented by North Slope Capital at the Board meeting.
With no further business the meeting adjourned at 10:17 a.m.
Colorado State University System Board of Governors Meeting Minutes May 6, 2021
BOARD OF GOVERNORS MEETING May 6, 2021 Remote, Via Zoom
ROLL Governors present: Nancy Tuor, Chair; Kim Jordan, Vice Chair; Jane Robbe Rhodes, Treasurer; Dean Singleton, Secretary; Polly Baca, Russell DeSalvo; Nate Easley; Steve Gabel; Armando Valdez; Harriet Austin, Faculty Representative, CSU Global; Melinda Smith, CSU Faculty Representative; Hannah Douglas, Student Representative, CSU Pueblo; Nicole Hulet, CSU Global Student Representative; Neb Jaksic, Faculty Representative, CSU Pueblo; Hannah Taylor, Student Representative, CSU.
Administrators present: Tony Frank, Chancellor, CSU System; Joyce McConnell, President, CSU; Timothy Mottet, President, CSU Pueblo; Pamela Toney, President, CSU Global; Jason Johnson, General Counsel/Secretary to the BOG, CSU System; Lynn Johnson, Deputy Chief Financial Officer, CSU System, and Vice President of Operations, CSU; Becky Takeda Tinker, Chief Education Innovation Officer, CSU System; Rick Miranda, Chief Academic Officer, CSU System; Pat Burns, CIO, CSU System; Susy Serrano, Director of Internal Auditing, CSU System; Henry Sobanet, Senior Vice Chancellor for Administration and Government Relations/Chief Financial Officer, CSU System.
CSU System Staff present: Melanie Geary, Board Liaison; Adam Fedrid, IT Manager; Allen Sneesby, IT Technician; Wayne Hall, CSU IT Professional; Josh Pinsky, LSC IT Professional
Staff and Guests present: Dr. Alegria Ribadeneira, CSU Pueblo; Mohamed Abdelrahman, Provost, CSU Pueblo; Johnna Doyle, Deputy General Counsel, CSU Pueblo; Margaret Henry, Treasurer, CSU System; CSU Global; Jannine Mohr, Deputy General Counsel, CSU; Alejandro Rojas-Sosa; VP Administration and Finance, CSU Pueblo; Mary Pedersen, Provost and Executive Vice President, CSU; Jocelyn Hittle, Assistant Vice Chancellor, Spur Campus and Special Projects; Yvonne Harris-Lot, CSU Global; Cara Neth, Director of Executive Communications, CSU System; Chrissy Holliday, VP of Enrollment Management, Communication and Student Affairs; Ajay Menon, President and CEO, CSURF; Brett Anderson, Special Assistant to the Chancellor, CSU System; Dr. Paul Savory, Provost, CSU Global; Mykala Lerch, Student Rep Elect; Christian Dykson, ASCSU President Elect.
BOARD MEETING CALL TO ORDER Chair Tuor called the meeting of the Board of Governors of the Colorado State University System to order at 9:04 a.m. and reminded the Board members the meeting was being livestreamed. The meeting was conducted remotely with live video and audio of the meeting livestreamed publicly through YouTube, as described in the public notice.
BOARD CHAIR’S AGENDA Chair Tuor provided an overview of the agenda, then introduced John Fischer, the newly appointed Governor and asked General Counsel Johnson to administer the oath of office. Mr. Fischer took his oath of office and acknowledged his commitment to perform the duties as a member of the Board of Governors. Chair Tuor acknowledged Steve Gabel on being honored in Cattle Feeders Hall of fame and Polly Baca for the League of Women Voters of Colorado's, Leader of Democracy Awards. Chair Tuor reviewed the criteria for the Board of Governors Excellence in Undergraduate Teaching award which is awarded to each campus annually. She asked CSU Provost Mary Pederson to introduce the recipient of the Excellence in Teaching Award for CSU Dr. Blythe LaGasse, Professor of Musical Therapy Page 1 of 10
Colorado State University System Board of Governors Meeting Minutes May 6, 2021
with the School of Music, Theatre, and Dance in the College of Liberal Arts. Dr. LaGasse thanked the board for the recognition.
PUBLIC COMMENT Chair Tuor then discussed the customary Public Comment that occurs at every meeting. She noted that Public comment is an important part of our Board meetings, and the Board considers the comments as they carry out their duties. In light of public health guidance, the Board asked for public comment by e-mail. She noted that comments had been shared with the Board and they have been read and considered. She noted that comments both in support of and opposing the decision to require COVID-19 vaccination for faculty, staff, and students in the Fall semester were received along with emails supporting a proposal regarding graduate student compensation and reinforcing the value of graduate students to our academic community.
CHANCELLOR’S REPORT Equity and Inclusion Efforts – Tony Frank Chancellor Frank provided a look at educational outcomes for children born in Colorado in 1997 and discussed solutions for closing the equity gaps around success outcomes. He also discussed issues of student debt and quality of life. The Board requested an informational piece with this data and a further discussion of retention. Governor Valdez asked to revisit the presentation by Sandy Baum and some of the ideas and recommendations that arose from that. Governor Easley pointed out that money is only part of the issue in persistence efforts. President McConnell said if we make investment in persistence, it becomes sustainable. Governor Fischer asked about national models and peer comparisons.
Campus Vaccination Requirements – Tony Frank Chancellor Frank discussed CSU System requiring vaccination for students, faculty, and staff in Fall 2021. There is an established body of law allowing people to opt out of vaccination. Public reaction has been positive and negative, as expected. He noted: This is not a theoretical exercise, 3.2 million have died of this disease, CSU Pueblo has lost 5 members of their community alone. General Counsel Johnson noted that laws dating back to 1905 related to smallpox vaccine have established the right to require vaccination.
Spur at National Western Update AVC Hittle provided an update on the progress of the CSU Spur campus, including hiring of educational staff and development of educational offerings.
AUDIT AND FINANCE COMMITTEE Governor Robbe Rhodes, Chair of the Audit and Finance Committee, convened the committee at 10:05 a.m. and asked Internal Audit Director Susy Serrano to begin with Audit items.
Internal Audit Dashboard and Status of FY 2020 Audit Plan Ms. Serrano reported on progress toward the current audit plan. She also noted that the CSU Pueblo Auditor search was completed and the new staff member would start July 1, 2021. The searches to fill vacancies in Fort Collins were currently underway. Review of Audit Reports Issued Audits discussed included CSU Recreation Center; University Communications Transition at CSUFC; Institutional Research at CSU Pueblo.
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Colorado State University System Board of Governors Meeting Minutes May 6, 2021
Ms. Serrano provided an update on status of past due audit recommendations.
Action on 2021-22 Audit Plan Ms. Serrano presented on the 2021-22 risk-based audit plan and explained the process to identify the proposed plan based on risk susceptibility noting that they interviewed over 40 Executive level employees across the System to develop the proposed plan. The projects identified for the Audit Plan included: Conflict of Interest; VP Diversity Transition; Sponsored Program Billing and Receivables; ADA Compliance; Distributed IT Risk Assessment; IT Vendor Management; Housing Management System;’ COVID Relief Funds; Vision 2028 Controls and President’s Office CSU Pueblo; Sustainability of High- Risk Audit recommendations; Facilities Recharge Accounts and Clery Compliance. She noted that Internal Audit needed to remain agile throughout the year and that the plan can be adjusted due to demand from other risks.
Governor Rhodes asked for a motion to approve the audit plan. Governor Valdez moved, Governor Baca seconded. Motion carried.
Chair Tuor called for a break at 10:24. Meeting reconvened at 10:30.
Finance Items Governor Robbe Rhodes introduced CFO Sobanet to begin the Finance portion of the meeting.
State Budget Update CFO Sobanet noted the Long Bill includes $81.8M for higher education; the CSU System portion is $12.5M. Funding was allocated through a new formula and approval for a 3% tuition increase for resident undergraduates. Also received support for cybersecurity initiatives (reinstated), IT infrastructure and $7.2 M controlled maintenance, and $17 M for the Technology Building renovation and addition at CSU Pueblo. Mr. Sobanet thanked Bridget Mullen, Lynn Johnson, Dave Ryan, and the CSU System lobbying team, for their work on the budgets and budget process.
FY 2021 3rd Quarter Financial Statements Mr. Sobanet noted that the Reports stood as submitted.
Campus Budget Updates and Tuition Discussion Chancellor Frank noted that the presentations from the campuses showcase how they are balancing competing budget priorities. He said they are faced with difficult choices, but the situation is far better than we could have anticipated a year ago. He recalled the multi-year plan adopted to get the campuses through the pandemic. He applauded the hard work that has gone into the budget development this year.
CFO Sobanet reviewed incremental revenue and expenses for CSUFC and CSUP and the toolkit available to the Board and campuses for balancing budgets for next year.
President McConnell introduced the budget plan for CSUFC. She noted that the Budget reflects continued investment in CSU’s people and market competitiveness. It also sets the stage for implementing Courageous, Strategic Transformation plans.
CSU CFO Lynn Johnson reviewed draft budgets in detail. She reviewed the sources of funds included in the draft budget that included $79.5 M from Federal Stimulus funding; $17 M in base budget reductions; $550
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Colorado State University System Board of Governors Meeting Minutes May 6, 2021 reduction in System support; $20 M carryover draw from the reserves; $18.3 M draw from scoop and toss. She noted that CARES (COVID Aid, Relief, and Economic Security) Act funding from the state was being applied to the $19.4 M in new expenses related to the Pandemic which included screening, testing, quarantining, contact tracing etc. She noted that $ 44.1 M HERF (Higher Education Emergency Relief Fund) Funding was utilized to shore up the budget and cover any lingering COVID expenses. The short fall was $18.4 M and with a 3 percent salary increase of $11 M the overall shortfall would be $29.4 M.
President Mottet introduced the budget plan for CSUP. He noted the Budget includes a plan to move employee salaries closer to market, through expense reduction.
CSUP CFO Rojas-Sosa reviewed draft budgets in detail. VP for Administration and Finance shared the campus’s updated E&G budget schedules which followed a similar process to Fort Collins. He then reviewed the process to close the anticipated $21 M budget shortfall for the current fiscal year which included funding from System and Scoop and Toss reserves along with funding from the Federal Government from HERF 1 and 2 to shore up the budget. The result meant they had the ability to carry forward the allocated System Reserves and Scoop and Toss draws to FY 22. He noted that the State’s new funding formula also benefited CSU Pueblo significantly allocating new resources
CSUG CFO Harris-Lott reviewed draft budgets in detail. She reported no adjustments to the CSU Global budget. She they were currently operating at a 28 percent operating margin and were aiming for 30 percent for FY 22. She noted they are increasing some instructional costs by aiding some fulltime faculty to focus on quality.
CSU System Treasury Update Treasurer Margaret Henry provided an update on the System’s operating portfolio. She noted the Investment Advisory Committee met recently and expected to come forward with a recommended change in asset allocation for the Board’s approval at the August Board of Governors meeting.
Debt Capacity Analysis – North Slope Capital Advisors North Slope Capital Advisers joined to deliver their annual debt capacity analysis. They Commended the strength of the management team and discipline they’ve exercised during the pandemic. She highlighted that Moody’s affirmed the System’s AA3 rating in March and an A+ rating with Standard and Poors.
Chair Tuor paused the meeting for lunch at 12:20 p.m. The meeting resumed at 12:50 p.m.
COLORADO STATE UNIVERSITY REPORTS Student Report – Presented by Hannah Taylor Hannah Taylor provided an update on Ramride, the mental health app subscription, the Good Neighbor program, student renter study, incentives for COVID testing, plus-minus project with Faculty Council, and projects proposed to the Provost Student Fee Advisory Council. She noted that Christian Dykson had been elected as the new president of ASCSU. Christian introduced himself and said he ran on an agenda of radical inclusion, transparency, and stewardship.
Faculty Report – Presented by Melinda Smith Melinda Smith noted that Sue Doe will continue as chair of Faculty Council and Andrew Norton will be vice chair. Melinda will continue as Faculty Representative to the Board of Governors. She congratulated Drs. Jan
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Colorado State University System Board of Governors Meeting Minutes May 6, 2021
Leach and Robin Reid on their election to the National Academy of Sciences. She also noted faculty support for graduate student efforts to support the Graduate School’s proposals around compensation. She noted that faculty members have expressed concern about salary increases next year if they come at the expense of positions; but if they don’t, they would support salary increases.
President’s Report – Presented by Joyce McConnell President McConnell shared 2020 President’s Report, “A Year Like No Other.” Highlighted phenomenal student success in earning premier scholarships and fellowships and recent announcement of Drs. Leach and Reid being inducted into the National Academy of Sciences. She provided an update on enrollment, retention, and vaccine requirement, including a student survey about the vaccines that indicated strong support (~3/4ths) for vaccination at CSU. She explained she has held a number of town hall meetings over the course of the spring on issues of common interest. She noted that she now has a complete leadership team. She thanked Hannah Taylor for her service on the Board.
Governor Gable asked about how the faculty is engaging around Amendment 16, the “animal health” initiative. She noted that the College of Agricultural Sciences is providing science-based information to various groups looking at the impacts of this measure.
Courageous Strategic Transformation Update President McConnell provided an overview of Courageous Strategic Transformation process and framework.
CSU PUEBLO REPORTS Student Report – Presented by Hanna Douglass Hannah Douglass reported on student government activities including a resolution in development highlighting the positive work of faculty. She introduced Mikayla Lerch as the next president. She ran on a platform of increasing enrollment, engagement, and retention. Both students discussed the challenges students have been dealing with this year.
Faculty Report – Presented by Neb Jaksic Neb Jaksic thanked the Board for the opportunity to serve and introduced his successor, who was not able to attend. He discussed the warmth and connections he’s experienced as a member of the Board. Noting “We are much more connected than we usually think we are.”
President’s report – Presented by Tim Mottet President Mottet congratulated the graduating class of 2021 and singled out Hanna Douglass for her contributions. He welcomed a guest from the CCHE and Latino Chamber of Commerce. He noted the Pueblo community has had some opposition to the vaccine requirement while the campus community has been generally supportive; a vaccination clinic on campus went well. In-person commencement ceremonies were scheduled, with Governor Kim Jordan serving as commencement speaker. He announced that Friends of Football is donating the ThunderBowl to the CSU Pueblo Foundation and will dissolve the Friends of Football organization. He honored the contributions of Friends of Football over the years; Chancellor Frank added his thanks to the Friends of Football for all they have done for the university and the campus. He also provided an update on enrollment and intent to offer 75 percent of Fall courses in a face-to-face format. Offering 25% online allows CSUP to serve more nontraditional students who are fully employed. He thanked President McConnell for sharing 50 staff members who have partnered with 37 CSUP staff on the Banner implementation, along with Pat Burns and the CSU System. CSU Pueblo will be aligning its
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Colorado State University System Board of Governors Meeting Minutes May 6, 2021
calendar now with CSUFC, which the new information system makes possible. CSUP next fall will have a transfer center on the Pueblo Community College campus, and the relationship with PCC is very positive.
Governor DiSalvo read a statement from Friends of Football into the record. Friends of Football are not Trumpers, anti-vaccers, racists or those that do not believe in equity. We are American’s that hold the constitution and its promised freedoms in the highest regard. Therefore, we do not support a mandated vaccine.
CSU GLOBAL REPORTS Student Report – Presented by Nicole Hulet Nicole Hulet introduced Paige Martinez, the new student representative. She thanked the Board and CSUG leadership for allowing her to participate the last two years.
Faculty Report – Presented by Harriet Austin Harriet Austin congratulated Nicole on her graduation and upcoming wedding. She thanked the Board for the experience and remarked on how well the Board and campuses navigated through the challenges of the pandemic.
President’s Report – Presented by Pamela Toney President Toney reported that CSUG received its affirmation of reaccreditation by the HLC. They are preparing for virtual commencement this spring. She acknowledged the service of Nicole Hulet and Harriet Austin and welcomed the new faculty and student representatives. She provided an update on enrollment and federal stimulus funds that they were able to use entirely for student financial support.
ACADEMIC AND STUDENT AFFAIRS COMMITTEE Chair Gabel convened the meeting of the Academic and Student Affairs Committee at 2:11 p.m. and asked System Chief Academic Officer Rick Miranda to lead the Board through the agenda items. CAO Miranda presented a set of new graduate certificate programs for Board approval and discussed the growing interest in transcriptable certificate programs. CAO Miranda present the new Graduate Certificates for CSU: Urban Agriculture; Human-Centered Design Thinking; Social Aspects of Human-Animal Interaction; Public Policy Analysis; Applied Positive Psychology; Aerospace Engineering; Advanced Manufacturing; Microbiome Science and Engineering. Dr. Miranda then present the proposed Faculty Manual Changes for CSU: Section C.2.5 – C.2.7 – Evaluation of Performance of Faculty; Section E.10.5.1 – Processing of Tenure Recommendations; Section E.12 – Performance Expectations for Tenure, Promotion and Merrit; Section E.13.2 – Promotion Committee; Section E.14 – Performance Review. Dr. Miranda noted that the Sabbatical Reports for CSU, Emeritus Reports CSU CSU Pueblo stood as submitted. He then discussed the CSU Global Academic Calendar followed by the CSU Pueblo Academic Calendar Revision which aligns with CSU and the joint technology systems now in use. He also noted the System’s participation in the National Association of System Heads (NASH) Leadership Academy which includes the three campus Provosts, CSU Vice Provost Kelly Long, Kathay Rennels and CAO Miranda. Their goal was to focus on Rural Initiatives for the State.
Adjourned for break at 2:23. Meeting resumed at 2:35 p.m.
REAL ESTATE/FACILITIES COMMITTEE
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Colorado State University System Board of Governors Meeting Minutes May 6, 2021
Chair DeSalvo convened the meeting of the Real Estate and Facilities Committee at 2:36 p.m. and asked that the Board move into Executive Session for the Real Estate and Facilities Committee agenda.
Motion/Action: Governor Valdez moved for the Board to go into Executive Session of the Real Estate and Facilities Committee and to go into the regular Executive Session for the reasons listed in the meeting notice. The motion was seconded by Governor Jordan and carried unanimously. General Counsel Johnson read the Board into Executive Session at 2:37 p.m. and noted the reasons for going into Executive Session under the Colorado Open Meetings Law, as stated in the meeting notice:
1. The Board moved to go into Executive Session of the Real Estate and Facilities Committee under C.R.S. § 24-6-402 (3) (a) (I) and C.R.S. § 24-6-402 (3) (a) (II) for discussions relating to the sale of property at competitive bidding, and to discuss specific legal questions related to the Hughes Stadium property and the CSU solar power project. 2. The Board also moved to go into Executive Session under C.R.S. § 24-6-402 (3) (a) (VIII) and C.R.S. § 24-6-402 (3) (a) (II) to discuss and consider the naming of a facility at the CSU Fort Collins campus and awarding an honorary degree, and to receive specific legal advice on questions regarding the meeting topics referenced in this public notice and the meeting agenda, and to receive the Litigation Report from General Counsel related to pending and imminent litigation, as well as specific claims or grievances.
Following a motion, second, and unanimous vote to leave Executive Session, the Board of Governors returned to open session at 4:05 p.m. and took the following actions.
Action on Timberline Property – Exchange of Land with Timberline Church Exchange approximately 4.5 acres of Board owned land, known as the Timberline-Rigden Farm property, for approximately 9-10 acres of adjacent Timberline Church owned land, both located in Fort Collins, CO. Governor Tuor moved approval; Governor Robbe-Rhodes seconded. Motion carried.
Action on Timberline Property – Sale of Land to Tetrad Housing Group Under a contingent Real Estate Purchase Agreement, of approximately 9-10 acres of to-be-acquired land from the Timberline Church in Fort Collins, CO (as described in the companion land swap Action Item) to Goldenrod Capital Advisors LLC, an affiliate of Tetrad Property Group LLC, for development of an attainable multi-family housing project. Governor Valdez moved approval; Governor Easley seconded. Motion carried.
Action on Program Plan for CIRA $2.5 M Lynn Johnson presented and requested approval of the program plan for the CIRA Commons Building. This project will construct a 5,000 gsf stand-alone building housing a 50-80-person classroom, seminar, pre- function space, and catering area. A separate project will allow for the remodel of the three 25-person meeting rooms currently in CIRA, converting them to offices to house the additional staff that has been hired over the last decade as funding becomes available. The estimated budget is $2.5M. The Office of the VP for University Operations committed $2M from University resources as part of CIRA’s successful 10-year Cooperative Institute competition. Additional funds will be from department resources. Governor Jordan moved approval, the motion was seconded and approved unanimously. Motion carried.
Action on Program Plan for Foothills Chilled water plant $6.4 M Lynn Johnson presented and requested approval of the program plan for the Foothills Chilled Water Plant. The project will construct an approximately 3500 gsf central chilled water plant to replace dispersed chillers at the Infectious Disease Research Center (IDRC) on Foothills Campus. There are currently twelve Page 7 of 10
Colorado State University System Board of Governors Meeting Minutes May 6, 2021
distributed chillers serving the IDRC complex and ARBL. Due to the nature of the research, all of this equipment is fully redundant (i.e. twice the number of chillers are installed than are needed for cooling). Much of this equipment is at end of life and the remainder will be so within ten years. With the construction of the new CVID building, the University had a choice to install more distributed equipment or transition to a central chilled water plant. Life cycle cost analysis showed that the most cost-effective solution was to make the transition to a central plant. The estimated budget is $6.4M. The project will be financed with funds from the CVID project (in lieu of a chiller/cooling tower for the building), and a loan to be paid back over a period of 5 years from energy savings and annual VPUO maintenance funding. The project is designed and estimated to take 12 months to complete. CSU anticipates a multi-prime delivery method, with multiple bid packages. Chair Tuor moved approval; Governor Gabel seconded. Motion carried.
Action on CSU Preliminary approval of planned capital and maintenance projects for Prevailing Wage Exemption Lynn Johnson presented and requested the approval of the 5-10 year Maintenance and Capital Project Lists, for construction and maintenance projects over $500K. Recently passed legislation SB19-196 (CRS 24-92- 201) requires prevailing wages to be paid on construction and maintenance projects over $500,000 that are solicited after June 30, 2021. Facilities Management estimates that the new prevailing wage requirement could add 4% to the overall cost of a project, in the form of General Conditions associated with additional reporting requirements. SB19-196 provides an opportunity to obtain an exemption to prevailing wage requirements for all Higher Education projects that are approved by their Governing Board on or before July 1, 2021. The additional cost due to SB19-196 is estimated at $17.8M-$20.9M if all the projects were completed without an exemption. Governor Robbe-Rhodes moved to approve; Chair Tuor seconded. Motion carried.
Action on CSU Pueblo Preliminary approval of 5 year planned capital and maintenance projects for Prevailing Wage Exemption Alejandro Rojas-Sosa presented and requested approval of the 5-10 year Maintenance and Capital Project Lists for CSU Pueblo for the same reasons listed above. The additional cost due to SB19- 196 is estimated at $2.7-$3.5M if all the projects were completed without an exemption. Governor Gabel moved to approve, Governor Jordan seconded. Motion carried.
Chancellor Frank discussed the option of the SPAR process for the Hughes property process. Governor Robbe-Rhodes moved approval of a Board Restatement of Its Public purposes, Uses, and Site Plan for the Hughes Property and Engagement with the City of Fort Collins. Steve Gabel seconded.
APPROVAL OF CONSENT AGENDA Motion/Action to Approve Consent Agenda: General Counsel Johnson presented the Consent Agenda to the Board of Governors for approval. Governor Baca moved for approval of the Consent Agenda. Governor Gabel seconded the motion, and the motion carried unanimously. The Consent Agenda included the following items: Minutes of the February 5, 2021 Board Retreat Minutes of the February 5, 2021 Board and Committee Meetings Minutes of the January 28, 2021 Audit and Finance Committee Meeting Graduate Certificates: Urban Agriculture; Human-Centered Design Thinking; Social Aspects of Human- Animal Interaction; Public Policy Analysis; Applied Positive Psychology; Aerospace Engineering; Advanced Manufacturing; Microbiome Science and Engineering Faculty Manual Change: Section C.2.5 – C.2.7 – Evaluation of Performance of Faculty Page 8 of 10
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Faculty Manual Change: Section E.10.5.1 – Processing of Tenure Recommendations Faculty Manual Change: Section E.12 – Performance Expectations for Tenure, Promotion and Merit Faculty Manual Change: Section E.13.2 – Promotion Committee Faculty Manual Change: Section E.14 – Performance Review CSU Pueblo Academic Calendar Revision CSU Global Academic Calendar
BOARD CHAIR’S FINAL AGENDA Chair Tuor thanked outgoing faculty and student reps for their service and let them know they will be receiving an engraved coffee cup in recognition of their service to the Board of Governors. Each representative shared their thoughts on their service and tenure on the Board.
Chair Tuor shared parting thoughts on her tenure as chair, noting that the highlight has been the interaction with the people. She recognized her fellow Board members and the quality of the staff, who support the Board in focusing on important issues in effective ways. The overarching quest for excellence by the institutions is a source of pride. She noted that she is looking forward to getting the campuses back in full operation, reopening the new stadium, inaugurating Spur in 2022, and making progress on the urban-rural conversation.
ELECTION OF OFFICERS In accordance with the bylaws, the election of Board officers generally takes place at the May Board meeting in years ending in odd numbers. The officers assume their positions at the conclusion of the meeting at which they are elected and serve for a period of two years or until their successors are elected. Chair Tuor requested a motion to accept the nomination of the following slate of officers: Kim Jordan, Chair; Armando Valdez, Vice Chair; Nate Easley, Secretary; Russell DeSalvo, Treasurer. Committee assignments for next fiscal year will be made by the incoming Chair.
Governor Gabel moved to approve; Governor Baca seconded. Motion carried unanimously
EXECUTIVE SESSION Motion/Action: Governor Gabel moved for the Board to go into Executive Session for the reasons listed in the meeting notice. The motion was seconded by Governor Robbe-Rhodes and carried unanimously. General Counsel Johnson read the Board into Executive Session at 4:56 p.m. and noted the reasons for going into Executive Session under the Colorado Open Meetings Law, as stated in the meeting notice:
1) Motion to go into Executive Session under C.R.S. § 24-6-402 (3) (a) (VII) and C.R.S. § 24-6-402 (3) (a) (II) for matters concerning trade secrets, privileged information, and confidential commercial, financial data furnished by or obtained from any person, and to receive specific legal advice on questions regarding the meeting topics referenced in this public notice and the meeting agenda to discuss the Timberline and Hughes properties, and to receive the Litigation Report from General Counsel related to pending and imminent litigation, as well as specific claims or grievances.
Following a motion, second, and unanimous vote to leave Executive Session, the Board of Governors returned to open session at 5:18 p.m.
Motion/Action: Governor Robbe Rhodes moved to approve the proposed naming of gifts in recognition of the Institute for Entrepreneurship in the College of Business, as discussed in Executive Session.
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Governor Baca seconded the motion, and the motion carried unanimously. This action item is included in the Board materials.
The Board moved back into Executive session of the Evaluation Committee at 5:21 p.m.
2) Motion to go into Executive Session under C.R.S. § 24-6-402(3) (b) (I) for discussions regarding the Board’s evaluation and performance update for the Chancellor, Presidents, and professional staff employees of the Board.
With no further business, the meeting was adjourned at 5:34 p.m.
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BOARD OF GOVERNORS MEETING MINUTES June 10-11, 2021 Pinnacle Room, Grand Hyatt, Denver, CO ROLL Governors present: Kim Jordan, Chair; Armando Valdez, Vice Chair; Russell DeSalvo, Treasurer; Nate Easley, Secretary; Polly Baca, John Fischer; Steve Gabel; Jane Robbe Rhodes; Nancy Tuor; Dr. Sara Metz, Faculty Representative, CSU Global; Melinda Smith, CSU Faculty Representative; Mikayla Lerch, Student Representative, CSU Pueblo; Paige Martinez, CSU Global Student Representative; Christen Picicci, Faculty Representative, CSU Pueblo; Christian Dykson, Student Representative, CSU.
Administrators present: Tony Frank, Chancellor, CSU System; Joyce McConnell, President, CSU; Timothy Mottet, President, CSU Pueblo; Pamela Toney, President, CSU Global; Jannine Mohr, Deputy General Counsel/Secretary to the BOG, CSU System; Lynn Johnson, Deputy Chief Financial Officer, CSU System, and Vice President of Operations, CSU; Becky Takeda Tinker, Chief Education Innovation Officer, CSU System; Rick Miranda, Chief Academic Officer, CSU System; Susy Serrano, Director of Internal Auditing, CSU System; Henry Sobanet, Senior Vice Chancellor for Administration and Government Relations/Chief Financial Officer, CSU System.
CSU System Staff present: Melanie Geary, Board Liaison; Adam Fedrid, IT Manager; Allen Sneesby, IT Technician; Wayne Hall, CSU IT Professional; Cara Neth, Director of Executive Communications, CSU System.
Staff and Guests present: Jenelle Beavers, VP For Strategy, CSU; Yolanda Bevil, VP of University Communications; Mohamed Abdelrahman, Provost, CSU Pueblo; Margaret Henry, Treasurer, CSU System; CSU Global; Alejandro Rojas-Sosa; VP Administration and Finance, CSU Pueblo; Mary Pedersen, Provost and Executive Vice President, CSU; Yvonne Harris-Lot, CSU Global; Dr. Paul Savory, Provost, CSU Global.
BOARD RETREAT CALL TO ORDER Chair Jordan called the Board Retreat of the Board of Governors of the Colorado State University System to order at 9:00 a.m. and reminded the Board members the meeting was being livestreamed. The meeting was limited to board members and limited staff and livestreamed publicly through YouTube, as described in the public notice.
Deputy General Council Jannine Mohr delivered the oath of office to the new faculty and student representatives: Paige Martinez (CSU-Global Student rep); Dr. Christen Picicci (CSU-Pueblo Faculty Rep); Mikayla Lerch (CSU-Pueblo Student rep); Christian Dykson (CSU ASCSU Rep); Dr. Sara Metz (CSU Global Faculty Rep). They all took their oath of office and acknowledged their commitment to perform the duties as members of the Board of Governors.
Welcome and Setting the Stage – Tony Frank
Chancellor Frank welcomed everyone to the retreat and laid out the format of presentations. He reviewed the CSU System strategic plan and announced that it is time for a refresh of this plan. The System in its earliest form was a collection of universities that only shared a governing board. He the discussed history and evolution of CSU System strategic planning. He added that the CSU System’s mission is to add value to the campuses, but the work of higher education happens on the campuses. The strength of the current plan is that mission drives strategy that drives work so the Board can hold the System accountable. He noted it was likely time to revisit it with greater emphasis on the campus strategic plans and consider what the Board no longer wants/needs and what’s the current mission. He encouraged the Board to engage with the campuses around a shared mission. He gave context to the Board’s role in strategic planning and AGB Principles of Trusteeship. He then reviewed the CSU System strategic planning timeline, including the status of CSU Pueblo Vision 2028 and CSU Global’s planning. He also noted that the System made it through one of the most difficult years in its history because of the phenomenally hard operational work that happened on the campuses, and President McConnell still worked to begin the process of strategic planning that will be discussed at this retreat. Additionally CSURF is also doing strategic planning. The Board will need to revisit its strategic priorities. There is the potential for both leadership and Board change over the planning period, so he encouraged the Board to take the long-term perspective. He read the Norlin Charge from University of Colorado. He noted that decisions aren’t about what happens today, but what happens into the future and the Board’s decisions today and tomorrow are tied out across time; these institutions were birthed when Abraham Lincoln was president. The Board members need keep focus on “who gets to carry that lamp” in the future, whatever plan they developed will not go wrong.
Courageous Strategic Transformation – Joyce McConnell President McConnell introduced the plan for Courageous Strategic Transformation and discussed how it has progressed since she became president in 2019. She explained how they chose, despite the pandemic, to take an extremely inclusive approach that focused on culture. She reviewed CSU’s strengths as an institution, including major rankings and reputation. She outlined how the plan focuses on transformation to build on greatness and rise to challenges, including the demographic cliff, which has since been extended to 2026; global food security; and the changing landscape of higher education. The Framework puts students at the center surrounded by “green, a sustainable thriving planet,” and “gold, a flourishing humanity.” President McConnell discussed areas of targeted impact, aspirations, process, and examples of how the plan can be executed in detail. She then introduced presentations on “people, programs, places, and performance” which were presented by Provost Mary Pederson, Vice President for Research Alan Rudolph, VP for University Operations Lynn Johnson, and Vice President for Communications and Marketing, Yolanda Bevill. Provost Pederson discussed planning and primary challenges around diversity, equity, and inclusion; student success; academics (including master planning, curricular innovation, and faculty development). VPR Rudolph discussed challenges and opportunities around health and research. President McConnell discussed challenges and opportunities relative to rural Colorado, specifically around accessible education, improved health, vibrant communities, and a thriving economy. VP for Communications and Marketing Yolanda Bevill discussed challenges and opportunities around strategic branding and marketing, including establishing a coordinated communications structure, establishing a unified brand, and enhancing multiplatform assets for marketing CSU. VP for University Operations Lynn Johnson discussed challenges, opportunities, and the need for integration around budgets, business operations, and space/facilities. President McConnell then reviewed the plan timeline. She noted that at the August Board of Governors meeting she would present sub-timelines and deadlines, aligning unit goals to strategic priorities. She then discussed what success will look like and how it will be measured.
The retreat paused for a brief break at 11:03 a.m. and resumed at 11:18 a.m.
The Board engaged in questions and discussions with President McConnell and her team, prior to breaking into working groups who were provided with three prompts for their discussion: What excites you/Inspirational, Challenges and Opportunities.
During a working lunch, the working groups reported back from their discussions. Inspirational Highlights included: Research focus; continuity of prior work; OneHealth; Interdisciplinarity. Challenges: Higher Ed doesn’t always promote interdisciplinary behavior; scaling and resources to scale; monitoring progress and how to measure; shelf life of a plan; robust engaged buy-in and alignment; sustainability of a plan; what would differentiate from others; balance for businesses and sustainability; basic needs for students. Opportunities: Sustainability and climate change; building on rural engagement and understanding the needs of rural communities; robust pipeline; seamless transferability within the System; collaboration between CSU Global and CSU Online; Diversity and Inclusion – everyone feeling welcome but without inadvertently creating silos.
Student Success Chief Academic Officer Rick Miranda introduced the discussion on student success with a review of how success is measured (access, progress, success metrics) and which populations are considered at-risk. He reviewed equity gaps for each CSU System campus and noted that we cannot achieve overall student success goals without closing equity gaps. He presented goals by institution and stretch goals for System: eliminate equity gaps for all demographics by 2027; raise student success metrics to top quartile of peer group; and faster progress. He recommended a total investment of $11.2 M over three years from the board to fund the System-wide initiative emphasizing closing the equity by 2027. The current targets show that for both CSU Fort Collins and CSU Pueblo, increases in sophomore-senior cohorts of 4% will produce enough tuition revenue to sustain the investments after FY 2024.
The retreat paused for a brief break at 2:24 p.m. and resumed at 2:39 p.m.
February Rural Retreat Follow up Chair Jordan reflected on the discussion around rural issues at the February retreat and introduced Special Adviser to the Chancellor Kathay Rennels, who coordinated the February session. She thanked the Board on behalf of the rural counties and reiterated the value and importance of engaging with rural communities statewide. She introduced CAO Miranda who discussed a plan for a rural initiative along with key outcomes anticipated for rural Colorado. He reviewed graduation and retention rates by campus, then reviewed the framework of the proposal and key out comes for rural Colorado which were: accessible education, improved health, vibrant communities, and thriving economies. He then discussed a three-year budget of $8.58 M for investments in expanding CSU’s capacity to serve Colorado. He discussed the sustainability of the initiative, and how success would be measured. VP Blake Naughton discussed that the CSU System has untapped opportunities for garnering external support for these activities. He also discussed aspects of the proposal and addressed questions from the Board. Chancellor Frank concluded the discussion, noting that the pilot asks for $3 million a year for three years and discussing availability of resources to fund the initiative.
Chair Jordan adjourned the meeting at 4:14 p.m.
FRIDAY, JUNE 11, 2021 BOARD CHAIR’S AGENDA Chair Jordan called the Board to order at 9:03 a.m.
PUBLIC COMMENT Chair Jordan confirmed no one had submitted any public comment for the Board.
CHANCELLOR’S REPORT Chancellor Frank reviewed the discussions at the Board retreat. Board can take time between now and the August meeting to send any additional suggestions or questions on CSU’s Courageous Strategic Transformation to Chair Jordan or Chancellor Frank, as well as additional thoughts around student success and closing the equity gap. He discussed Initiative 16 (PAUSE – Protect Animals from Unnecessary Suffering and Exploitation). He pointed the Board to a fact sheet prepared by Dean James Pritchett of the CSU Colorado of Agricultural Sciences, and discussed the harm the initiative would cause to higher education and Colorado State University. While the ballot initiative is still tied up in the courts, it is not an opportune time for the Board to take an official position. However the Board at this stage may take a position of advocacy, offering a general position on behalf of the Board that allows employees of the University to speak out on behalf of the Board.
Chancellor Frank then discussed HB 1330 (the “stackable credits” bill), including the Core section and the opportunities it creates for individual students and the potential impacts on institutions. Other parts of the bill deal with managing federal funding aimed at bringing low-income students who have left the higher education system back into the system; establishing a role and mission task force; establishment of a working group to increase the number of students completing FAFSA; and more. He reviewed various issues and aspects of the bill which are under review and discussion.
AUDIT AND FINANCE COMMITTEE Governor DeSalvo, Chair of the Audit and Finance Committee, convened the committee at 9:28 a.m. and asked CFO Sobanet to begin.
State Budget Update CFO Sobanet pointed to the state budget update previously shared with the Board.
FY 2022 Campus Budget Scenarios CFO Sobanet thanked the campus CFOs and others involved in developing the budgets for approval. Chancellor Frank discussed the Board’s role in the budget approval process and noted it is one of the most important responsibilities of the Board of Governors. He reviewed the process of how budgets are constructed on the campuses and the opportunities for faculty, staff, and student input throughout that process. He recommended that the Board approve the budgets brought forward by the campuses.
President McConnell presented the budget for CSU Fort Collins and reviewed the volunteer early retirement program implemented over the last year to reduce expenses. She then discussed increases in tuition, salaries, and graduate student stipends; noting the proposed budget also includes a request for Board reserves to help move the campus quickly from a negative position into a positive one. She introduced CFO Lynn Johnson, who provided a more detailed presentation of budget specifics. Enrollment growth going into FY 22 was tracking higher than anticipated, which was enabling the campus to address employee salaries and the proposed 3 % increase that would be effective in January 2022. She acknowledged the work of Angie Nielsen and Dave Ryan in preparing the budgets. She explained the issue of campus reserves and shift to focusing on 120 days of cash on hand. She also discussed ongoing concerns about graduate stipends and fees, and President McConnell noted this is a University priority and will continue to be going forward.
President Mottet presented the budget for CSU Pueblo. He acknowledged the leadership of VP Rojas- Sosa and also thanked staff members Meg Brewer and Juanita Pena. CSU Pueblo was recommending 3% salary increases for employees effective January 2022 and have reduced expenses to make that possible. He discussed the status of enrollment for FY22 which was tracking at an increase of 1.5%. He introduced CFO Rojas-Sosa, who provided a more detailed presentation of budget specifics. He reviewed a revised student fee model developed in cooperation with CSU Pueblo students and discussed financial benefits of retention.
President Toney presented the budget for CSU Global. Global’s budget does not include staff salary increases, but they will be considering pay increases on a case-by-case basis if operating margins allow. CSU Global is anticipating enrollment returning to pre-pandemic levels this year. CFO Yvonne Harris-Lott, who provided a more detailed presentation of budget specifics. CSU Global is not anticipating tuition increases this year. Ms. Harris- Lott discussed the importance of Global’s revenues to overall System financial health and changes to the competitive landscape for online higher education which had accelerated during the pandemic.
CSU System CFO Sobanet presented a summary of the System budget and previewed a set of recommendations around Board reserves that the Board will vote on in December. Chancellor Frank provided context for the budget presentation, and the goal of previous Boards to preserve a reserve balance of around $50 million, while acknowledging the short-term impact of standing up the medical school cohort and Spur campus.
Motion/Action: Adoption of FY 2021-2022 E & G Incremental Budget and Related Items Governor Tuor moved for the Board to approve the FY 2021-2022 operating budget targets and expenditures along with approval of all tuition, tuition differentials, fees, fee policies and manuals, room and board, dining, and other rates and charges for Colorado State University, CSU – Pueblo, CSU Global Campus, and the CSU System as appropriate to each unit. The motion was seconded by Governor Baca. Motion carried.
Motion/Action: Adoption of FY 2021-2022 Combined Campuses Capital Construction Priority List and Capital IT Prioritization List. Governor Gabel moved approval of the FY 2022-2023 CSU System Combined Capital Construction Priority List for State Funded Construction Projects for CSU and CSU- Pueblo, Governor Robbe Rhodes seconded. Motion carried.
Motion/Action: Approval of the 2 Year Cash Funded Capital Construction List Governor Easley moved for approval of the amended FY 21-22 2-year Cash List for CSU; Governor Robbe-Rhodes seconded. Governor Easley withdrew the motion, and the item was postponed until after discussion in the Real Estate committee.
Motion/Action: Approval of the CSU Daily Parking Permit Discount for FY 2022 Governor Robbe-Rhodes moved to approve the CSU Daily Parking Permit discount for FY 2022 which would be in effect August 1, 2021 – April 1, 2022. Governor Gabel seconded. Motion carried.
The meeting paused for a brief break at 11:10 a.m. and resumed at 11:26 a.m.
Motion/Action: Rural Initiative Governor Baca moved to approve the withdrawal from the Board Reserves in accordance with Board Policy 205 for investments in expanding CSU’s capacity to serve in rural Colorado, Governor Valdez seconded. Motion carried.
Motion/Action: Approval on Student Success Initiative – Governor Valdez Moved to approve the withdrawal from the Board Reserves in accordance with Board Policy 205 for Investments in a System- wide Student Success Initiative, Emphasizing Closing the Equity Gaps by 2027. Governor Tuor seconded. Motion carried.
Committee adjourned at 11:31 a.m.
ACADEMIC AND STUDENT AFFAIRS COMMITTEE Chair Gabel convened the meeting of the Academic and Student Affairs Committee at 11:31 a.m. and asked System Chief Academic Officer Rick Miranda to lead the Board through the one agenda item. CAO Miranda presented CSU Faculty Manual Change: Section E.15 Disciplinary Action for Tenured Faculty which would allow for additional notification around disciplinary action. It would be approved on the consent agenda. The Committee adjourned at 11:34 a.m.
REAL ESTATE/FACILITIES COMMITTEE Chair DeSalvo convened the meeting of the Real Estate and Facilities Committee at 11:35 a.m. and asked that the Board move into Executive Session for the Real Estate and Facilities Committee agenda.
Motion/Action: Governor Gabel moved for the Board to go into Executive Session of the Real Estate and Facilities Committee and to go into the regular Executive Session for the reasons listed in the meeting notice. The motion was seconded by Governor Baca and carried unanimously. Deputy General Counsel Mohr read the Board into Executive Session at 11:37 a.m. and noted the reasons for going into Executive Session under the Colorado Open Meetings Law, as stated in the meeting notice:
1. Motion to go into Executive Session of the Real Estate and Facilities Committee under C.R.S. § 24-6-402 (3) (a) (I), C.R.S. § 24-6-402 (3) (a) (II), and C.R.S. § 24-6-402 (3) (a) (VII) for discussions relating to the sale of property at competitive bidding, for matters concerning trade secrets, privileged information, and confidential commercial, financial data furnished by or obtained from any person, and to discuss specific legal questions related to the Hughes property and the acquisition of North Poudre Irrigation Company shares.
The Board reconvened in open session at 12:10 p.m.
VPUO Johson reviewed the action item for the Acquisition of 16 shares of North Poudre Irrigation Company (NPIC) from the Community Foundation of Northern Colorado on the terms discussed by the Board in its executive session and in accordance with the parameters outlined in such discussion.
Motion/Action: Governor Gabel moved for the approval of the acquisition of 16 of North Poudre Irrigation Company. Governor Baca seconded. The motion carried.
APPROVAL OF CONSENT AGENDA Motion/Action to Approve Consent Agenda: Deputy General Counsel Mohr presented the Consent Agenda to the Board of Governors for approval. Governor Tuor moved for approval of the Consent Agenda. Governor Baca seconded the motion, and the motion carried unanimously. The Consent Agenda included the following items: • CSU Faculty Manual Change: Section E.15 Disciplinary Action for Tenured Faculty
Board broke for lunch at 12:12 p.m.
Board Discussion of PAUSE Initiative 16 Governors Gabel and Valdez shared introductory comments and background information on the measure, as the agriculture representatives on the Board of Governors. Discussed impacts on animal health, pet care, agricultural industry, food supply, and educational institutions. Chancellor Frank reiterated that Board has option of taking a position of advocacy, in support of or opposing this issue. He recommended the Board take a position against the initiative. The Board moved to take a position of advocacy against the initiative. Governor Gabel moved approval of the position; Governor Valdez Seconded. Motion carried.
EXECUTIVE SESSION Motion/Action: Governor Gabel moved for the Board to go into executive session to receive legal advice on real estate and other matters, including legal questions concerning the Hughes Stadium property. The motion was seconded carried unanimously. Deputy General Counsel Mohr read the Board into Executive Session at 12:48 p.m. and noted the reasons for going into Executive Session under the Colorado Open Meetings Law, as stated in the meeting notice:
1) Motion to go into Executive Session under C.R.S. § 24-6-402 (3) (a) (II), C.R.S. § 24-6- 402 (3) (a) (VII), and C.R.S. § 24-6-402 (3) (a) (VIII) and for matters concerning trade secrets, privileged information, and confidential commercial, financial data furnished by or obtained from any person, to consider a proposal for naming on the CSU campus, and to receive specific legal advice on questions regarding the meeting topics referenced in this public notice and the meeting agenda to discuss the Hughes property, and to receive the Litigation Report from General Counsel related to pending and imminent litigation, as well as specific claims or grievances.
2) Motion to go into Executive Session under C.R.S. § 24-6-402(3) (b) (I) for discussions regarding the Board’s evaluation and performance update for the Chancellor, Presidents, and professional staff employees of the Board.
Evaluation Committee convened at 12:43 p.m.
With no further business the meeting adjourned at 2:19 p.m.
Board of Governors of the Colorado State University System Meeting Date: August 6, 2021 Consent Item
MATTERS FOR ACTION:
Graduate Certificate Approval
RECOMMENDED ACTION:
MOVED, that the Board of Governors approve the following Graduate Certificate:
Substance Use Disorder Identification and Treatment
EXPLANATION:
Presented by Mary Pedersen, Provost and Executive Vice President.
In order to qualify for Title IV funding, graduate certificates awarded by Colorado State University must demonstrate approval by the Board of Governors and the Colorado Department of Higher Education. If the certificate is a comprised of at least 50% existing courses the Higher Learning Commission is notified about the creation of a new certificate. If the certificate is comprised of more new courses than existing courses, approval must be obtained from the Higher Learning Commission. The certificate listed here is comprised of only one new course (25%) and the Higher Learning Commission will be notified of its approval. This certificate has received approval from the University Curriculum Committee and the Faculty Council.
CSU-Fort Collins – Graduate Certificates
Board of Governors of the Colorado State University System Meeting Date: August 6, 2021 Consent Item
Graduate Certificate:
College of Natural Sciences
Substance Use Disorder Identification and Treatment – 12 credits
The Graduate Certificate in Substance Use Disorder Identification and Treatment provides mental and behavioral health clinicians with the skills they need to identify and treat substance use disorders across the lifespan and the diverse groups that typically suffer from substance use disorders. The coursework provides specific education on empirically supported screening tools and interventions for substance use disorder, including screening, brief intervention and referral to treatment, motivational interviewing, cognitive behavioral therapy for addictions, and treating diverse populations.
Program Requirements:
PSY 613 Advanced Addiction Counseling – 3 credits
Course Description: Advanced therapies used to treat individuals with substance use disorders, with an emphasis on empirically supported treatments.
PSY 710 Advanced Addiction Treatments – 3 credits Course Description: Advanced addiction treatments and specifically Screening, Brief Intervention, and Referral to Treatment (SBIRT). SBIRT is an approach to the delivery of early intervention and treatment to people with substance use disorders and those at risk of developing these disorders across all healthcare settings. PSY 724 Motivational Interviewing – 3 credits Course Description: Motivational interviewing in the treatment of individuals with substance use disorders. PSY 726 Neuropharmacology of Addiction – 3 credits Course Description: Neurobiological basis of addiction and how addictive substances affect neurochemistry.
CSU-Fort Collins – Graduate Certificates
Board of Governors of the Colorado State University System Meeting Date: August 6, 2021 Consent Item
MATTERS FOR ACTION:
2021-2022 Academic Faculty and Administrative Professional Manual Revisions: Section C.2.1.9.3 Membership and Organization
RECOMMENDED ACTION:
MOVED, that the Board of Governors approve the proposed revisions to the
Colorado State University Academic Faculty and Administrative Professional
Manual, Section C.2.1.9.3 Membership and Organization
EXPLANATION:
Presented by Mary Pedersen, Provost and Executive Vice President.
To accommodate the changes in Section C.2.1.3.1 approved by Faculty Council on December 1, 2020 and ratified by the Board of Governors on February 5, 2021, we propose to change the eligibility for membership on Executive Committee to include contract and continuing faculty members who are serving as elected members of Faculty Council to represent their College or the Libraries on Executive Committee.
CSU-Fort Collins – Academic Faculty and Administrative Professional Manual Revision Section C.2.1.9.3 Membership and Organization
Board of Governors of the Colorado State University System Meeting Date: August 2021 Consent Item
NOTE: Revisions are noted in the following manner: Additions - underlined Deletions - overscored
ACADEMIC FACULTY AND ADMINISTRATIVE PROFESSIONAL MANUAL REVISIONS AND ADDITIONS – 2021-2022
C.2.1.9.3 Membership and Organization (last revised December 6, 2018August 6, 2021)
The membership of each standing committee is specified to fit the functions of that committee. Faculty membership on specialized standing committees shall be limited to full-time, part-time, and transitional tenure track and tenured faculty members, as well as contract and continuing faculty members who do not hold an administrative appointment of more than half-time (0.5) at the level of assistant/associate dean or above. Faculty membership on regular standing committees shall be limited to full-time, part-time, and transitional tenure track and tenured faculty members who do not hold an administrative appointment of more than half-time (0.5) at the level of assistant/associate dean or above. An exception among regular standing committees is Executive Committee, on which all elected Faculty Council representatives are eligible to represent their College or the Libraries. The Chair of the Committee on Non-Tenure-Track Faculty (or designee on the CoNTTF), administrators, administrative professionals, classified staff, undergraduate student members representing the Associated Students of Colorado State University (ASCSU), and graduate student members representing the University Graduate Student Council shall be authorized for membership on specified standing committees. A member of a standing committee who becomes ineligible shall cease to hold this position.
Each standing committee shall have a chairperson whose term of office is twelve (12) months beginning July 1. Each standing committee chairperson shall be elected by and from the membership of that committee. After members of standing committees are elected, as specified in Section C.2.1.9.4, the continuing and newly elected members of each standing committee, other than the Executive Committee, shall meet and elect a committee chairperson for the coming term before May 15. The committee members who are being replaced may attend this meeting, and they may speak, but they shall not cast votes for the new chairperson. However, if a newly elected committee member is unable to attend the meeting, then this committee member may allow the committee member that they are replacing to cast a vote for the chairperson in the new committee member’s place.
CSU-Fort Collins – Academic Faculty and Administrative Professional Manual Revision Section C.2.1.9.3 Membership and Organization
Board of Governors of the Colorado State University System Meeting Date: August 2021 Consent Item
Standing committees are expected to consult regularly with those administrators, members of the faculty, or others who can provide information necessary for effective deliberation. Each standing committee may name ex officio or associate members in addition to the ex officio and associate members specified in C.2.1.9.4. The appointments shall be reviewed by the standing committee annually. Each standing committee shall identify in its annual report to the Faculty Council its ex officio and associate members and others with whom it has regularly conferred. Ex officio members are expected to attend committee meetings regularly. All ex officio and associate members shall be non-voting, unless specified otherwise.
Standing committees shall convene subcommittees as needed to consider specific issues or perform specific tasks. These subcommittees shall exist to serve the standing committees. A subcommittee of a standing committee or advisory committee shall be chaired by a member of that committee, but may draw other members from throughout the University as appropriate.
Unless otherwise specified in the committee’s operating procedures, for transacting business at standing committee meetings, a quorum is defined as a simple majority of the voting members.
The elected chairperson of the standing committee shall serve as an ex officio voting member of the Faculty Council for the duration of the elected chairperson’s term as chairperson. The chairperson may designate a committee member to substitute as ex officio voting member provided prior notice is given to the Chairperson of Faculty Council.
CSU-Fort Collins – Academic Faculty and Administrative Professional Manual Revision Section C.2.1.9.3 Membership and Organization
Board of Governors of the Colorado State University System Meeting Date: August 6, 2021 Consent Item
MATTERS FOR ACTION:
Approval of Degree Candidates
RECOMMENDED ACTION:
MOVED, that the Board of Governors approve the granting of specified degrees to those
candidates fulfilling the requirement for their respective degrees during the 2020-2021
Academic Year.
EXPLANATION:
Presented by Mary Pedersen, Provost, Colorado State University.
The Faculty Council of Colorado State University recommends the conferral of degrees on those candidates who satisfy their requirements during the 2021-2022 Academic Year. The Registrar’s Office will process the applications for graduation; only those individuals who complete all requirements will receive degrees.
CSU Fort Collins - Approval of Degree Candidates – AY 2021-2022
Board of Governors of the Colorado State University System Meeting: August 6, 2021 Consent Item
MATTERS FOR ACTION:
Program Review Schedule
RECOMMENDED ACTION:
MOVED, that the Board of Governors approve the 2021-2022 program review schedule.
EXPLANATION:
Presented by Mary Pederson, Provost and Executive Vice President
In accordance with University policy, as approved by the Board of Governors, every Department or instructional unit must undergo a periodic program review. The following academic program review schedule is submitted for your approval:
College Department Programs Warner College Ecosystem Science & Major in Ecosystem Science and Sustainability of Natural Sustainability Major in Watershed Science Resources Graduate Certificate in Carbon Management Graduate Certificate in Water Resources Master of Science in Ecosystem Sustainability Master of Science in Watershed Science Ph.D. in Ecosystem Sustainability Ph.D. in Watershed Science Prof Science Master's in Ecosystem Sci & Sustainability
Provost/EVP School of Global Graduate Certificate in Applied Global Stability Environmental Sustainability College of School of Social Work Major in Social Work Health and Graduate Cert. in Advanced Clinical Behavioral Health Human Graduate Cert. in Conflict Resolution and Mediation Sciences Graduate Cert. in Military and Veteran Culture Graduate Cert. in Nonprofit Administration Graduate Cert. in PreK-12 School Social Worker Master of Social Work Ph.D. in Social Work
CSU-Fort Collins 2021-22 Program Review Schedule
Board of Governors of the Colorado State University System Meeting Date: August 6, 2021 Consent Item
College of School of Education Major in Family and Consumer Sciences Health and Graduate Cert. in Adult Basic Education Human Graduate Cert. in Campus Crisis Management Sciences Graduate Cert. in Facilitating Adult Learning Graduate Cert. in High Impact On-Demand Solutions Learning Graduate Cert. in Postsecondary Access and Success Programs Graduate Cert. in Student Affairs Administration Graduate Cert. in Student Affairs Management of Auxiliary Enterprises M.A. in Counseling and Career Development M.E. in Education and Human Resource Studies M.S. in Student Affairs in Higher Education Ph.D. in Education and Human Resource Studies
College of Chemistry Major in Chemistry (ACS and non-ACS) Natural Master of Science in Chemistry Sciences Ph.D. in Chemistry
Psychology Major in Psychology Graduate Cert. in Organizational Development Graduate Cert. in Performance Management Master of Addiction Counseling in Psychology Master of Applied Industrial/Organizational Psychology Master of Science in Psychology Ph.D. in Psychology
Walter Scott Jr. Atmospheric Science Master of Science in Atmospheric Science College of Ph.D. in Atmospheric Science Engineering Chemical and Biological Eng. Major in Chemical and Biological Engineering Master of Science in Chemical Engineering Prof. Science Master in Biomanufacturing and Biotech. Ph.D. in Chemical Engineering
Major in Civil Engineering Civil and Environmental Eng. Major in Environmental Engineering Master of Science in Civil Engineering Ph.D. in Civil Engineering
Major in Computer Engineering Electrical and Computer Major in Electrical Engineering Engineering Graduate Certificate in Computer Systems Engineering Graduate Certificate in Data Engineering Graduate Certificate in Embedded Systems Graduate Certificate in Power and Energy CSU-Fort Collins 2021-22 Program Review Schedule
Board of Governors of the Colorado State University System Meeting Date: August 6, 2021 Consent Item Electrical and Computer Master of Science in Computer Engineering Engineering (cont.) Master of Science in Electrical Engineering Ph.D. in Computer Engineering Ph.D. in Electrical Engineering
Mechanical Engineering Major in Mechanical Engineering Master of Engineering Master of Science in Mechanical Engineering Ph.D. in Mechanical Engineering
School of Biomedical Major in Biomedical Engineering (and Dual Degrees) Engineering Graduate Certificate in Biomaterials and Tissue Eng. Master of Science in Bioengineering Ph.D. in Bioengineering
Systems Engineering Master of Science in Systems Engineering Ph.D. in Systems Engineering Doctor of Engineering Graduate Certificate in Systems Engineering Practice
CSU-Fort Collins 2021-22 Program Review Schedule
Board of Governors of the Colorado State University System Meeting Date: August 2021 Action Item
MATTERS FOR ACTION:
Approval of CSU Pueblo Faculty Handbook changes to Committee Membership and Structure
RECOMMENDED ACTION:
MOVED, that the Board of Governors approve the proposed changes to the CSU Pueblo Faculty
Handbook with regards to committee membership structure and updates.
EXPLANATION:
Presented by Mohamed Abdelrahman, Provost and Executive Vice President for Academic Affairs, CSU Pueblo.
Background The Faculty Senate Committee on Shared Governance has reviewed the faculty committees to determine if their membership and structure were appropriate to best meet the needs of each committee’s purpose, the Faculty Senate oversight, and institutional mission. Senior Lecturers were created and given the ability to serve on committees. The committee membership changes include language that updates this change. Language was added to the Institutional Effectiveness Board to coordinate the creation of Ad hoc committees. The University Board on Diversity and Inclusion was changed to the Diversity Executive Leadership Team with a change in the chair and structure of that committee to provide a diversity and inclusion focus that is all encompassing for the University.
The following are the Committee Membership and Structure changes:
1.2.4 Governing Boards and Coordinating Commissions 1.2.5 University Advisory Boards 1.2.5.1 Faculty Disciplinary Action Board 1.2.5.2 Grievance Panel 1.2.5.3 Institutional Effectiveness Board 1.2.5.4 Library Board 1.2.5.5 Scholarly Activities Board 1.2.5.6 Student Academic Appeals Board 1.2.5.7 Student Affairs Board of Advisors 1.2.5.8 Teacher Education Board 1.2.5.9 University Board on Diversity and Equality Diversity Executive Leadership Team
1.2.6 Boards Recommending to Senate 1.2.6.1 Academic Policies and Standards Boards 1.2.6.2 Curriculum and Academic Programs Board 1.2.6.3 General Education Board 1.2.6.4 Graduate Studies Board CSU Pueblo Faculty Handbook Revision August 2021 Board of Governors Page 1 of 6
Board of Governors of the Colorado State University System Meeting Date: August 2021 Action Item
1.2.6.5 Information Technology Board
1.2.7 Estate Committees 1.2.7.1 Faculty Senate Estate Committees 1.2.7.1.1 Executive Committee 1.2.7.1.2 Committee on Shared Governance 1.2.7.1.3 Faculty Handbook Committee 1.2.7.1.4 Faculty Compensation Committee 1.2.7.1.5 Faculty Policies and Procedures Committee
1.2.5.3 Institutional Effectiveness Board (adopted February 2011; revised Oct 2014) (December 2020) a. Purpose: To use action research processes to offer recommendations to the Provost & Executive Vice President for Academic Affairs regarding issues and concerns related to institutional effectiveness and assessment. Advise on the formation of Ad Hoc committees to address specific institutional academic related needs. Ad Hoc committees created and charged by the Provost or Provost’s Office are affirmed and recognized under the structure of this Board. Corresponding committee names should be utilized (e.g. Institutional Effectiveness Board - Ad hoc committee for/on ‘name’)
b. Membership: 1. Assistant Provost for Assessment and Student Learning, Executive Director for Assessment & Institutional Effectiveness, Co-chair
2. Past President of the Faculty Senate, or Faculty Senate Representative (at the discretion of the Faculty Senate President), Co-chair, represents and reports to Faculty Senate
3. At least one faculty member, from each College, as appointed by each Dean, Members as appropriate to meet the needs of the action-based process
4. Administrative Professional members as appropriate to meet the needs of the action- based process.
c. Duties/Procedures: 1. Duties: The Institutional Effectiveness Committee (IEC) Board (IEB) has been charged by the Provost & Executive Vice President of Academic Affairs with providing leadership for the overall direction and support of university and academic program effectiveness, assessment and improvement.
1.2.5.4 Library Board (revised July 2013; revised December 2020) a. Purpose: To advise the Dean of the University Library on Library policies.
b. Membership: 1. Dean of University Library (ex-officio, non-voting).
CSU Pueblo Faculty Handbook Revision August 2021 Board of Governors Page 2 of 6
Board of Governors of the Colorado State University System Meeting Date: August 2021 Action Item
2. Two ranked academic faculty members from the Library (appointed by the Dean of the University Library). 3. One ranked academic faculty member from each electing unit other than the Library (appointed by the respective Dean). 4. One ASG member (appointed by ASG Senate). 5. One graduate student member (selected by Graduate Studies Board). 6. One Administrative Professional Representative (selected by Admin Pro Council) 7. One full-time lecturer at-large member (elected by Faculty Senate).
c. Duties/Procedures: 1. Convened not less than once each semester and otherwise as needed. 2. Provides faculty input regarding the operation of the University Library, including but not limited to the development of library policies, acquisition of materials, resource sharing, provision of library services, and library instructional programs.
1.2.5.6 Student Academic Appeals Board (revised Oct2014; revised December 2020) All decisions on appeals are final.
Any voting member for grade appeals, suspensions, re-admittance, retro-active full withdrawal, late single-course withdrawal must be available for sessions during early January and May and June each year.
1.2.5.9 University Board on Diversity and Equality Diversity Executive Leadership Team (DELT) (revised July 2013) (revised October 2018) (revised December 2020)
a. Purpose/Charge: 1. To serve as a broad-based advisory group for the President and University administration on matters of diversity, equity, and inclusion in order to create and maintain an inclusive, respectful, and welcoming environment for students, faculty, staff and visitors. 2. To identify best, emerging, and promising practices that can have the greatest positive impact on the campus climate with respect to diversity, equity, and inclusion and in furtherance of the University’s mission, vision, and strategic priorities. 3. To facilitate the University’s commitment to accountability at all levels by advocating for diversity, equity, and inclusion, championing inclusionary practices and cultural competency, and engaging in comprehensive analysis of diversity- related issues. 4. To build capacity for collegiality and cross-cultural understanding while maintaining the University’s high quality learning, living, and working environments.
CSU Pueblo Faculty Handbook Revision August 2021 Board of Governors Page 3 of 6
Board of Governors of the Colorado State University System Meeting Date: August 2021 Action Item
b. Membership: All members must be approved of, and ultimately are appointed by, the President and will serve for staggered renewable one two year appointments. Board members should be appointed in such a way as to seek the broadest range of perspectives. 1. Director of Diversity & Inclusion Director of Diversity, Equity, and Inclusion (DEI) – Committee Chair (ex-officio, non-voting) 2. Director of Institutional Equity (ex-officio, non-voting) 3. Two at-large representatives, at least one who shall be a ranked faculty member 4. One representative from Classified Staff Council (recommended by the council) 5. One representative from Faculty Senate (recommended by Faculty Senate). 6. One representative from Administrative Professional Staff Council (recommended by the council) 7. One student representatives from the Associated Students’ Government (recommended by ASG) Revised Summer2020 Return to top 29 8. One at-large student representative (recommended by the Dean of Students)
2. Faculty, staff and administrative personnel selected by the president who have expertise in issues related to Diversity, Equity and Inclusion.
1.2.6.2 Curriculum and Academic Programs Board (revised July 2013) (revised December 2020) a. Purpose: To recommend to the Faculty Senate on matters of undergraduate and graduate curriculum, program development and review, and policies and procedures regarding curriculum and academic programs.
b. Membership: 1. Provost or Provost’s representative (ex-officio, non-voting) 2. Registrar (ex-officio, non-voting). 3. One ASG member (appointed by ASG Senate). 4. Two ranked academic faculty members from each electing unit (at least one ranked) other than the Library (nominated by their respective Dean and confirmed by Faculty Senate); at least one of these must be a member of the electing unit's Curriculum and Academic Programs Committee. 5. One ranked academic faculty member from the Library (nominated by the Dean of the University Library and confirmed by Faculty Senate). 6. One faculty senator (elected by Faculty Senate) to represent the Board on the Faculty Senate Executive Committee; a senator elected to the Board by their electing unit will be eligible to serve in this position. The term of office of the senator representing the Board on the Senate Executive Committee shall be for one-year.
1.2.6.3 General Education Board (revised July 2013) (December 2020) CSU Pueblo Faculty Handbook Revision August 2021 Board of Governors Page 4 of 6
Board of Governors of the Colorado State University System Meeting Date: August 2021 Action Item
a. Purpose: To recommend to the Faculty Senate on matters of general education program development, policies and standards. b. Membership: 1. Provost or Provost Appointee (ex-officio, non-voting). 2. Registrar (ex-officio). 3. One academic dean, appointed by the Provost (ex-officio). 4. One ASG member (appointed by ASG Senate). 5. One ranked academic faculty member from each electing unit (nominated by their respective Dean and confirmed by the Faculty Senate). At least one full-time academic faculty member to represent each general education component (nominated and confirmed by the Faculty Senate). A faculty member may represent more than one component as appropriate. The general education component areas to be represented are: • Written Communication (CHASS) • Quantitative Reasoning (STEM) • Humanities (CHASS) • Social Science (CHASS) • History (CHASS) • Natural and Physical Sciences (STEM) • One Additional Full Time Faculty member from each: HSB, CHEN, and Library 6. One faculty senator (elected by Faculty Senate) to represent the Board on the Faculty Senate Executive Committee; a senator elected to the Board by their electing unit will be eligible to serve in this position. The term of office of the senator representing the Board on the Senate Executive Committee shall be for one-year
1.2.6.5 Information Technology Board (revised July2013; December 2020) a. Purpose: To recommend to the Faculty Senate, and to advise Academic Affairs and the Division of Information Technology Services (ITS) on campus wide technology policies, including but not limited to instructional technology issues. b. Membership: 1. Chief Information Technology Officer, or appointed designee (ex-officio, non- voting). 2. University Instructional Design Specialist (ex-officio, non-voting). 3. University Website Designer (ex-officio, non-voting). 4. One classified employee at-large (elected by Classified Staff Council). 5. One representative from Administrative Professional Staff (selected by Admin Pro Council). 6. ASG member (appointed by ASG Senate). 7. One ranked academic faculty member elected from each electing unit (elected by the unit).
CSU Pueblo Faculty Handbook Revision August 2021 Board of Governors Page 5 of 6
Board of Governors of the Colorado State University System Meeting Date: August 2021 Action Item
8. One faculty senator (elected by Faculty Senate) to represent the Board on the Faculty Senate Executive Committee; a senator elected to the Board by their electing unit will be eligible to serve in this position. The term of office of the senator representing the Board on the Senate Executive Committee shall be for one-year.
Approved Denied Board Secretary
Date
CSU Pueblo Faculty Handbook Revision August 2021 Board of Governors Page 6 of 6
Board of Governors of the Colorado State University System Meeting Date: August 5-6, 2021 Consent Item
MATTERS FOR ACTION:
CSU Pueblo Program Review Schedule for 2021-2022 School Year
RECOMMENDED ACTION:
MOVED, that the Board of Governors approve and forward to the Colorado Commission on
Higher Education the following list of Colorado State University Pueblo academic programs
to be reviewed in academic year 2021-22 in accordance with approved Program Review Plan
for the CSU System. The CSU Pueblo program review calendar appears on the next page.
• Accounting (BSBA) • Chemistry (BS) • Chemistry (MS) • Biochemistry (MS)
EXPLANATION:
Presented by Mohamed Abdelrahman, Provost and Executive Vice President for Academic Affairs, CSU Pueblo.
This is in accordance with the established review schedule for 2021-2022 through 2027-2028 on the next page, and approved by the CSU Pueblo Curriculum and Academic Programs Board (CAP Board). Each program is reviewed by the University once every five to seven years. As appropriate, the internal review is scheduled to correspond with their disciplinary accreditation review.
Abbreviations: CHASS: College of Humanities, Arts and Social Sciences CHEN: College of Health, Education, and Nursing EXST: Extended Studies HSB: Hasan School of Business STEM: College of Science, Technology, Engineering, and Mathematics Board of Governors of the Colorado State University System Meeting Date: August 5-6, 2021 Consent Item
CSU Pueblo Program Review Calendar
2021-2022 STEM: Chemistry (BS), Chemistry (MS), Biochemistry (MS)
2022-2023 CHASS: Criminology (BA/BS), Sociology (BA/BS) CHEN: Nursing (DNP) STEM: Mathematics (BA/BS), Wildlife and Natural Resources (BS)
2023-2024 CHASS: Political Science (BA/BS) CHEN: Early Childhood Education (BS), Education (MEd), Liberal Studies (BS), Middle School Math Ed (BS), Exercise Science, Physical Education & Recreation (BS), Nursing (BSN), Nursing (MS) HSB: Automotive Industry Management (BS) STEM: Civil Engineering Technology (BSCET), Construction Management (BS)
2024-2025 CHASS: English (BA), History (BA/BS), Music (BA), Psychology (BA/BS) EXST: Interdisciplinary Studies (BA/BS) HSB: Accounting (BSBA), Business Management (BSBA), Economics (BSBA), Marketing (BSBA), Business Administration (MBA: Including Joint BSBA/MBA), Computer Information Systems (BS: Including Joint BS-CIS/MBA) STEM: Biology (BS), Biology (MS), Engineering (BSE), Industrial Engineering (BSIE), Industrial & Systems Engineering (MS), Mechatronics Engineering (MS)
2025-2026 CHASS: Art (BA/BFA), Humanities and Social Sciences (BA), Mass Communications (BA/BS), World Languages (Spanish BA) CHEN: Athletic Training (MS), Health Science (BS/BAS), Health Science & Administration (BAS) STEM: Cannabis Biology & Chemistry (BS), Physics (BS)
2026-2027 none
2027-2028 CHASS: Social Work (BSW), Social Work (MSW), Sociology (BA/BS) CHEN: Nursing (DNP), Nursing (MS) STEM: Chemistry (BS), Chemistry (MS), Biochemistry (MS)
CSU Pueblo Program Review Calendar Board of Governors August 2021 Page 2 of 2
Board of Governors of the Colorado State University System Meeting Date: August 5-6, 2021 Consent Item
MATTERS FOR ACTION: Revision of CSU Global Faculty Handbook
RECOMMENDED ACTION: Moved that the CSU Board of Governors approve the revised Colorado State University faculty handbook.
EXPLANATION: Presented by Dr. Paul Savory, Provost of CSU Global
In Spring 2021, CSU Global completed a detailed review and major revision of its Faculty Handbook. The revised handbook has been reviewed and approved by: 1. CSU Global Faculty Affairs Committee (reviewed) 2. CSU Office of General Council (reviewed and approved) 3. CSU Global Governance Committee (reviewed and approved)
Included is the revised handbook (CSU Global Handbook – August 2021). Additionally, the prior version (CSU Global Handbook – Oct 2019) is provided for reference.
Overall, the handbook organization, format, and structure has completely changed. Given the vast number of changes, it is not feasible to provide a “red-line” version of changes. A summary of major changes include:
1. The revision is structured into five key sections: • Section 1: Overview of CSU Global • Section 2: Faculty Appointment, Terms, and Expectations • Section 3: Administrative Structures • Section 4: Course and Teaching Operations • Section 5: Faculty Resources A key change in the revision is to place all faculty-related employment definitions and commitments into Section 2 versus throughout the handbook. The Board is being asked to approve the overall revised handbook. Given Sections 1, 3, 4, and 5 are informational for faculty and CSU Global daily operations, it is requested that only changes to Section 2 (Faculty Appointment, Terms, and Expectations) will require future board approval. This is defined on page 2 of the revised handbook. 2. Numerous unnecessary details were removed from the revision (e.g., CSU Global history, fact sheet) 3. The format, images, and overall structure were all changed in the revision.
Board of Governors of the Colorado State University System Meeting Date: August 5-6, 2021 Consent Item
4. The faculty definition is expanded to encompass all CSU Global faculty. The prior handbook focused exclusively on only adjunct faculty and did not reference other faculty roles (e.g., program directors). Specifically:
Update text from revised handbook (CSU Global Handbook – Aug 2021 version, p. 5): CSU Global appoints faculty in a range of roles such as Program Director, Senior Faculty Associate, Faculty Associate, Instructor, Adjunct Faculty, and Faculty Trainee.
Text from prior handbook (CSU Global Handbook – Oct 2019, p. 8) Colorado State University Global employs adjunct, temporary, non-tenure-track instructors and appoints adjunct instructors/ faculty on a course by course basis.
5. Text throughout was updated to reflect current CSU Global vocabulary and processes. 6. Faculty responsibilities were simplified and updated. 7. A revision to the faculty grievance process to better clarify steps, responsibilities, and timelines. 8. The academic freedom policy has been updated.
Update text from revised handbook (CSU Global Handbook – Aug 2021 version, p. 7): The rights granted by the First Amendment of the United States Constitution are applicable to faculty, both as academics and as private citizens. When speaking or writing as a private citizen, faculty should be mindful that membership in the academic community inevitably involves identification and association with the University and that the University often is judged by the actions, performance, attitudes, and expressions of its faculty. Faculty should, at all times, be accurate, exercise appropriate restraint, show respect for the opinions of others, and make every effort to indicate that they are not speaking for the institution. Faculty normally do not face a conflict between the exercise of their rights as a private citizen and their responsibilities as a faculty member, and any such conflict is controlled by applicable law. If external activities interfere with faculty responsibilities, faculty should refer to CSU Global’s Conflict of Interest Policy for more information and consult with appropriate supervisors if questions arise.
Text from prior handbook (CSU Global Handbook – Oct 2019, p. 9) The rights granted by the First Amendment of the United States Constitution are applicable to the faculty member, both as an academician and as a citizen. In exercising these rights, the faculty member speaks only as an individual, either as a professional scholar within a field of special competence or as a private citizen. Faculty members should be mindful that membership in the academic community inevitably involves identification and association with the university and that the university often is judged by the actions, performance, attitudes, and expressions of its faculty members. Faculty members normally do not face a conflict between the exercise of their rights as a citizen
Board of Governors of the Colorado State University System Meeting Date: August 5-6, 2021 Consent Item
and their responsibilities as a faculty member, and any such dispute would be controlled by applicable law. If citizenship activities interfere with faculty responsibilities, faculty members should request a leave of absence, resign from their appointment, or limit those activities to ensure a complete discharge of faculty responsibilities. Faculty members should refer to CSU Global’s Conflict of Interest Policy for more information on this matter. Board of Governors of the Colorado State University System August 6, 2021 Consent Item
MATTERS FOR ACTION:
Approval of CSU Global Degree Candidates
RECOMMENDED ACTION:
MOVED, that the CSU Board of Governors approve the granting of specified degrees to those candidates fulfilling the requirement for their respective degrees during the 2021-2022 Academic Year.
EXPLANATION:
Presented by Dr. Paul Savory, Provost of CSU Global
The Faculty of Colorado State University Global recommends the conferral of degrees on those candidates who satisfy their requirements during the 2021-2022 Academic Year. The Office of the Registrar will process the applications for graduations; only those individuals who have completed all requirements will receive their degree.
CSU Global Report Approval for Degree Candidates AY2021-2022
Section 13
Executive Session
This section intentionally left blank
APPENDICES
Appendix I: Construction Reports
Appendix II: Correspondence
Appendix III: Higher Ed Readings
APPENDIX I
Correspondence
CSUS Board of Governors Correspondence Received Date Received Email/Letter From Subject June 2021 Letter Anonymous Hughes Property 7/2/21 Email Karen Kalavity National Western Center 7/24/21 Email Sherwood Dunlop Hughes Property 7/24/21 Email Erin Sunniva Hughes Property 7/24/21 Email Alexi Staley Hughes Property
Correspondence to the Board of Governors that contains sensitive and personal information required to be kept confidential by federal or state law, rules, regulations, and policies are provided to the Board in the Executive Session materials.
"As Chancellor of CSU, I am a strong Jeez, people independent man wouldl}_a } ' ., making my own think that I, strong and independent decisions as to what is best for Jii,-.Jl._,~ ..tl CSU, Ft. Collins, the State of Colorado, blah, blah, blah, blah ... ' Frank, cellor of CSU
I think we're being screwed .. . In fact, I KNOW we're being indep "d screwed! ecisio s as t V hat is best f U, Ft. Collin' . the State o Colorado blah, blah, blah, blah ... "
Joyce McC(!nnell, President of C~U.. DENVER CO _a<)2 ,,,.. -...... ~~ .... N 2021 PM2 L
LUNARNEW YEAR
Tony Frank is supposed to be looking out for the best interest of CSU's Students, Faculty & Legacy of Learning. Instead, "Mr. Frank" is pimping ou our state-owned land and resources to private corporations such as Lennar Homes. As psst CSU President, and now the Chancellor, Tony Frank has self :5 {/ labeled the CSU campus as "SUSTAINABLE" when there is absolutely NOTHING sustainable about it: C.S.U. ALSO part,,srs with companiss such as JBS. This Brazilian-ownsd company is rssponsibls for much of ths currsnt burning of ths Amazon Rain Forsst to provids grassland for svsn mors cattls, whils sponsoring a "humans s/aughtsrhouss" on ths CSU campus to promots svsn mors factory-farming. This factory farming mods/, such as ths ons in Grss/sy, show high incidsncss of ths COVID infsction and snvironmsntal dsgradation. lnstsad of using CSU 7--faf as a tsaching guids to mitigats this typs of hsalth & snvironmsntal damags to our .;tats and ths world, CSU tsams up :555 with this polluting "corpora ts agricultural giant" to promo ts svsn mors corporals wasts, sicknsss and pollution. That's another thing, when we talk about water for the community such as Northern ft Integrated Supply Project & the Thornton Pipeline, we should also talk about JBS in Greeley and other slaughterhouses in Northern Colorado where water is used and polluted by the millions of gallons each year. Half the water used in the U.S. goes for producing animals for (' cO meat. There is nothing sustainable about that! (By the way . .. we wouldn 't need all these dams and "water projects" that disrupt our rivers and natural ecol6gies if humans learned to /C) -2.02 depend on plant-based proteins, rather than slaughtered-animal 17roteins.) CSU also partnsrs with anothsr non-sustainab/s sntity, Libsrty Mutual, which if it ths csntsr of multipls lndigsnous psople and environmental protests and lawsuits. This company underwritss e vironmsntally-disastrous tar sands sxrraction, watsr pollution and wild/ifs dsstruction all to support fossil fuel cc 1p,mies fhat othsr, more rssponsible insurance companies, won't even touch. But, of courss. the "SUSTA/NABL . CSU" ha~.Bi'.r:JI!!il.~ wi.(b.Jb.ilf_'?.!~~ -R !j jjjj ii I j i j; jil I 1iijij j i irnii11;iiljiji;; j j j iii j j I l 1ii11 an insurance company! • l::l:::'..f..'..-:'..=::.::.;::...7'-~,"--'.,;;''-' Yikes, the list of offenses goes on and .Jn and ol"tliif Board of Governors, Members of the CSU SPUR/ Agricultural Staff and Beverly, I just wanted you to be aware that there are COVID-19 funds available for the agricultural community: some of them are available for the New Western Stock Show Complex (contact Beverly at: [email protected]).There will be approximately $28.5 million for the complex coming very soon. CSU has a lot riding on this complex in Downtown Denver, yet the current design for the complex is from 2015 (pre- COVID): it features a lot of animal stalls in close proximity to each other. I believe that CSU could use some of these available funds for Agricultural students at CSU to accomplish a much needed re-design of the complex for this century. We are beginning to understand the relation of animals in tight quarters, set for slaughter and their role in the origin and transmission of these dangerous viruses. The Spanish Flu of 1918-1920 was a virus borne out of a pig farm and crowded conditions. This “flu” emanated in Haskell County Kansas, and was spread by soldiers in boot camps all along the Midwest who were then sent to Europe to fight in World War 1. It was the Spanish press that first reported it, and that is why it is called the Spanish flu, but its real origin was Kansas U.S.A. and the interaction of stressed pigs with humans - and most likely an avian component such as chickens. Our latest virus pandemic likely emanated from a “Wet Market” in China where animals were brought in and sold for slaughter in stressful and inhumane conditions and where bats and pangolins lay in stressful wait of their imminent slaughter. Or, another theory is that the virus was “created” in the Lab in Wuhan, China. In any event, it started out as a zoonotic virus that jumped from one species to the next, ultimately infecting millions of people worldwide. It is still mutating and will likely come back to the U.S. in a more contagious and virulent form. Viruses such as the one that causes AIDS and Ebola still have no effective vaccines. It is incumbent upon us to start treating animals in a more humane and less stressful way. We cannot continue to round up animals such as cattle, sheep, pigs, chickens, and others, keep them in tight quarters, subject them to the stress of being slaughtered and not expect that there will be some bad outcome. It is time to start addressing this issue. One of the best ways would be to modernize the concept of the Western Stock Show Complex so that it reflects a more humane and sustainable view of animals in relation to humans, not just as dinner on our plates. It would be wise, also to re-design the complex to reflect more plant-based proteins, rather than slaughtered animal proteins. As a former CSU student who studied Landscape Horticulture within the Agricultural College, I also want to urge the use of landscape design and “engineering” to create a site plan that works towards “green infrastructure” rather than some of the old 20th century non-sustainable designs with a lot of concrete, etc. For instance: parking islands where drainage flows into the parking islands and irrigates the landscaped islands, rather than having an elevated curb with an automatic sprinkler system. These same parking areas could double as event spaces as well as highlighting crops and fruit trees in the “parking islands” Also, it seems that we need to start focusing on regenerative agriculture and techniques rather than the use of pesticides, herbicides and other harmful and unnatural farming/gardening techniques. I would urge a focus on mass transit and a livable environment and spaces that relate to horticultural design and use for food and pleasure. Also, much as I respect Temple Grandin, I believe it is a bit hypocritical to have an Equine Center at the Complex. The fact of the matter is that a lot of the so-called “rescued horses” are actually victims of the roundups planned by the Bureau of Land Management which takes its cues from the cattle ranching community. The domestic cattle-ranching community wants ZERO competition for grazing land. This means that animals such as wild horses are rounded up for “adoption” or slaughter, whichever is easiest for the ranching community and the BLM to take come up with. We presently have over 50,000 wild horses in setup stalls throughout the West rather than roaming free, where they should be. This is a shameful fate for our wild animals. Other animals such as bobcats & wolves, are shot or trapped as predators, when in reality they serve the natural purpose of taking out young, old and sick herd and grazing animals. To the ranchers, these animals are nothing more than predators targeting their cattle. The reality is that more cattle die each year from the cold…as this is not their native habitat, rather than from predators such as wolves and bobcats…but these predators are kept from doing what comes naturally by keeping herds of deer, or even wild mustang populations under control. Part of the National Western Complex could be used to educate our Colorado people about the role of predators and other wild animals within the natural ecosystem of our state and region. The Denver Western “Stock Show” Complex is a huge site in Denver, and it would be great if Colorado State University AG students could exercise their imagination in re- inventing what the agricultural community can represent in the 21st century, rather than going back to a very exploitive and consumptive past. Cattle ranching, in itself, represents the killing of millions of bison and other native animals, all to make way for domesticated cattle from Europe. The “Western Movement” also killed off many Indigenous people. This is really not a legacy worth honoring. The new National Western Complex can focus on ways of sustainably honoring our native lands, our water and our animals without doing it in the old and outdated “cowboy” style. The time to start is now. Please consider asking for some of the funds available to re-design the National Western Complex for a livable & sustainable future rather than an exploitive past. Thanks, Karen Kalavity From: [email protected] To: CSUS Board Subject: Thank you for Protecting Hughes Stadium Open Space Date: Saturday, July 24, 2021 12:58:04 PM Dear distinguished board members of Colorado State University: I’m an alumni of CSU, originally from Steamboat Springs. Writing today to provide a perspective of your ongoing efforts to build west of Overland Trl. In the “Hughes Stadium Open Space”; imploring you to honor your Land Grant Institution status and take measures to protect wild lands. Overbuilding will be the most destructive activity that damages long term financial and over-all community well- being in Colorado communities. In Steamboat, there has been inadequate city planning and financial interests have trumped the interests of quality of life and accessibility for the community. Basically, the town has been overdeveloped in an unsustainable and vitally degenerative way and they’re going to have to rebuild much of it to make it work again. This is to point out that not being aware of consequences of development leads to strain and greater expense. We need to prioritize natural spaces for sustainable habitats, human mental health & physical well-being, ecological support in the form of beneficial micro-climate moderation and many other significant, valuable gifts provided by natural processes that we are aware, as well as unaware, of. If you cherish the wellness of your own physical body, please decide to protect and honor this land too. If you’re unwilling to halt proceedings to build, please, at least consult with Mark Lakeman out of Portland Oregon to assist with planning; he has worked extensively in his community to create healthy spaces that balance the needs of humans and the rights of nature. If you’re not willing to do that, go to the land and spend 15 minutes getting fresh air, seeing butterflies, birds, lizards, flowers - the abundance and beauty of the spirit of nature, before your choice causes them to disappear forever. Thank you for your time & consideration, Sherwood Dunlop From: Erin Sunniva To: CSUS Board Subject: Land back Date: Saturday, July 24, 2021 1:13:03 PM To whom it may concern, I implore you to keep the Hughes Open space just that. Open and wild. To Honor the contracts with the native peoples and leave the land natural and whole do not allow development. Thank you, Erin McHugh Boulder, CO From: Alexis Staley To: CSUS Board Subject: Please keep Hughes open space as it is thank you Date: Saturday, July 24, 2021 3:24:29 PM Upon hearing that you will be proceeding with building on the hughes open space, I was quite shocked. I urge you to do the sensible thing and keep the open space land as it is. Thank you, Alexis Staley APPENDIX II Construction Project Bonds/Funding Occupancy Status as of July 2021 Bay Facility $5,250,000-bond October 2021 This project will construct a 10,000- funds 12,000 gsf facility to house laboratory Total Budget: animals on South Campus in support of $6,250,000 General fund, TMI, Animal Cancer Center, Pre- CVMBS, VPR surgical Research Laboratory, and VTH. $1M-VPR cash Project is on schedule and working to budget. Interior walls and MEP underway. Project is 85% complete. Shepardson $35,000,000- June 2022 This project will completely revitalize Building state funds the Shepardson Building and add Renovation and ($18M CCF, approximately 40,500 gsf of Addition $17M COP) auditorium, classroom, and laboratory. Total Budget: $9,000,000-bond Drywall, MEP, and painting $44,000,000 funds underway. Project is approximately 76% complete. Phase 3 funding from state COP issuance has been received. COLORADO STATE UNIVERSITY- FORT COLLINS-FY22 Board of Governors Construction Update Project Bonds/Funding Occupancy Status as of July 2021 Johnson Family Funding from Sept 2021 This project will construct an Equine Hospital NWC COPs & approximately 80,000 gsf Equine Donations Hospital on South Campus. $35,400,000 Project is on schedule and working to budget. Painting, cabinetry, punch list walks in office areas, and rooftop solar PPA installation. Project is approximately 95% complete. Lory Student $21,000,000- Tbd This project will revitalize the north Center Phase 3 bond funds section of the Lory Student Center, Revitalization focusing on MEP upgrades and and Adult Student fees finishes. Approximately 9,300 gsf will Learner & be added to accommodate the Adult Veteran Services $3M from LSC Learner and Veteran Services (ALVS) addition reserves program. Total Budget: $24,000,000 This project has been contractually suspended to March 2022. Meridian Village $130,000,000- Tbd This project will construct Ph 1 bond funds approximately 1000 beds for 1st and 2nd year students, with a satellite dining Total Budget: Housing and facility. $130M Dining Services Underground utilities under construction in coordination with widening of Hughes Way. This project has been contractually suspended to March 2022. COLORADO STATE UNIVERSITY- FORT COLLINS-FY22 Board of Governors Construction Update Project Bonds/Funding Occupancy Status as of July 2021 Women’s $6,500,000-bond Tbd The project will construct an NCAA Soccer/Softball funds Division 1 quality softball/soccer Complex complex with competition and training Athletics facilities for women’s soccer and softball, along with concession and restroom facilities for fans. The Design-Build team has been selected. The project has been temporarily suspended. COLORADO STATE UNIVERSITY- FORT COLLINS-FY22 Board of Governors Construction Update APPENDIX III Higher Ed Readings What 2U’s $800 million deal to acquire edX means for higher ed Forbes; July 6, 2021 2U — an online program management company that helps universities bring their programs into the online market — recently acquired edX for $800 million, gaining access to edX’s brand, as well as its 50 million users, 1,200 enterprise clients, 500+ university partners, and 200 additional corporate-university partners. While the price tag made news on its own, the bigger story is what acquisitions like this mean for the higher education ecosystem — an ecosystem with nearly one million micro- credentials on the market and an ever-cloudier line between for-profits and non- profits — and whether we will see the emergence of a marketplace for post- secondary education, keeping in mind that higher education is a heavily regulated industry, education is an inherently complicated product, and traditional higher education is a large and influential industry. A ‘breaking point’ in campus mental health The Chronicle of Higher Education; July 15, 2021 Clusters of suicides have raised concerns of “suicide contagion” on campuses, with research showing that exposure to suicide can increase suicidal behavior in others, particularly those already at risk. In a 2020 survey conducted by the American College Health Association, about one in five college students screen positive for suicidal behavior and ~two percent indicated they had attempted suicide in the previous year. Experts say there are ways colleges can improve their suicide prevention and response protocols, including reducing access to common methods of suicide, promoting suicide crisis center and hotlines, and incorporating mental health breaks into the academic calendar, as well as things like investing in long-term mental health services rather than just short-term/crisis care. Building diverse campuses The Chronicle of Higher Education; July 22, 2021 Four key questions when thinking through the complexities surrounding strategies to diversity, including: is the pipeline problem a myth, does diversity training help, can a diversity task force drive real change, and when is it legal to use race in hiring and promotion; and four case studies in carrying out diversity strategies in practice at Foothill College in California, the University of Maryland-Baltimore County, Virginia Commonwealth University, and Ohio State University’s College of Education and Human Ecology. Together We Grow: June update Check out the latest news from Together We Grow and Executive Director Kristin Kirkpatrick. What 2U’s $800 million deal to acquire edX means for higher ed Forbes While mergers and acquisitions in the education-tech space have been red hot, last week’s announcement that 2U is acquiring edX for an eye-popping $800 million still caught everyone by surprise. The OPM (online program management) company that helps universities bring their programs into the online market will now own the pioneering MOOC (massive, open, online courses) provider created by Harvard and MIT in 2012. What does 2U get from the deal? Access to edX’s 50 million users (the majority are outside the U.S.), 1,200 enterprise clients, a very good brand, more than 500 university partners, and 200 additional corporate-university partners. 2U’s current catalog of programs are too expensive for growth markets abroad, such as India and Southeast Asia, so the acquisition provides not only leads in those markets, but also viable product offerings. In an earnings call last week, 2U made the math clear: if it converts only .03% of registered edX learners into its regular offerings, it will reduce the cost of student acquisition by 10% to 15%. Cost of acquisition is huge in online education, 20% or more of the overall budget. Almost no one is arguing that this is a bad deal. Harvard and MIT will see a tidy return on their investment and shed a money-losing business that was increasingly losing ground to Coursera, the for-profit online course and program provider. With 2U’s capital, expertise, and experience in marketing and student support, edX can compete head-to-head with Coursera. While some of edX’s university partners may have preferred working with a non- profit, Coursera’s growth and the overall growth of the OPM industry suggests that there will be little impact from edX eventually being converted into a for-profit. (Significant regulatory and tax questions must be resolved before the deal closes). The bigger story is what is happening in the higher education ecosystem, which is undergoing massive change. Just as in our physical environment, when ecosystems change in substantial ways, those that once thrived might struggle, those that struggled might thrive, and new entrants into the ecosystem might help or hurt. In addition to Coursera and edX, we have coding boot camps, free “Grow With Google” online certification programs, and more. There are now nearly a million micro-credentials on the market (sub-degree credentials of short duration ranging from industry-recognized certifications to very short-term badges). The line between for-profits and non-profits is clouded with the growing role of OPMs, worrying regulators and consumer protection advocates. The once massive for-profits universities – which enrolled 12% of all college students at their peak — are either shuttered or in decline, while non-profits like University of Maryland Global Campus, Western Governors University, and Southern New Hampshire University (my own school) have grown and taken back the online market, though none of the three look much like traditional universities. Other non-profits are struggling with broken business models, declining interest and demographics, and out-of-date ways of operating. As always, the elites both thrive and yet remain traditional and largely unengaged with the tectonic shifts underway. Mostly because they can afford to ignore them, secure in their brands, wealth, and exclusivity. Eco-systems are about relationships and in the change now underway, we see nonprofit universities that once recoiled from for-profit providers now happily teaming up with OPMs or even for-profit providers in some form of acquisition, such as the University of Arizona’s “acquisition” of for-profit Ashford University. While getting a lot less attention than the acquisition of edX, 2U’s recently announced partnership with Guild, a workforce intermediary bringing together large-scale employers and education providers (SNHU is one such provider and I serve on the Guild Advisory Board) is an example of a telling ecosystem change. 2U’s business was built on bringing high branded universities into the online market. Historically, those universities gave scant attention to workforce needs. Now, by partnering with Guild, there is a new channel linking those universities to the online market and then to Guild and thus to large scale employers. That is a connection that did not really exist before and the ecosystem has altered, with its parts standing in new relationship to each other. There is much discussion these days about the creation of a marketplace for post-secondary education, such as Amazon created for retail. That may or may not be 2U’s aspiration, but the company has become a dominant player in the higher education ecosystem. However, any company hoping to create the dominant marketplace for higher education faces at least three challenges: • Higher education is a heavily regulated industry. Senator Elizabeth Warren has signaled her skepticism of the OPM industry, the Biden administration is full of consumer-minded staffers reflexively opposed to for-profit players, and influential policy shops like The Century Foundation and New America are calling for more accreditor intervention in for-profit and non-profit partnerships. • Education is an inherently complicated “product,” with intensely human and thus complex psychological and emotional (and sometimes even irrational) components. No algorithm can do what a skilled faculty member or advisor can do when a student is genuinely struggling or in crisis. Boot camps, MOOCS, and others who seek scale with little human touch have been successful with people who already have college degrees, but far less so with the millions of underserved learners who often need more support. • Traditional higher education is slow to change, slow to move, and slow to adapt, but it is a massive and influential industry and will not sit by idly in the face of existential threat. That said, if 2U’s acquisition of edX brings more affordable post-secondary higher education options to more people around the globe with good demonstrable outcomes, then it seems like a good change in the ecosystem for students. For everyone else, life just became a little more complicated in ways we cannot yet fully understand yet know are part of profound shifts underway in our industry. A ‘breaking point’ in campus mental health The Chronicle of Higher Education This spring, after the third undergraduate student death at Dartmouth College in one academic year, Martha Aguirre began to notice a pattern in the emails the college sent to its grieving campus. They seemed to follow a template: Name. Date of passing. Class. College and concentration. Achievements. Frustrated by what she saw as inaction to address a cluster of suicides on campus, Aguirre, a rising senior, felt the emails’ formality was callous. “What are you even talking about, dude? People are literally killing themselves,” she said of the emails. The spate of deaths at Dartmouth left students like Aguirre looking for answers and reignited conversations about mental health in higher education. Other campuses have been grappling with similar tragedies during the past year: West Virginia University lost two students to suicide, and Cornell University saw five students die unexpectedly. Clusters of suicides — multiple deaths in close proximity — have raised concerns of “suicide contagion” on campuses. Research has shown that exposure to suicide can increase suicidal behavior in others, especially those who are already at risk. “It can happen at small places like Dartmouth [or] big places like the University of Washington,” said Kevin Kruger, president of Naspa: Student Affairs Administrators in Higher Education. “They’re even more tragic when you have a series of deaths like this because it really affects the community. Every institution ought to look at the root causes of this. We know that mental-health issues are a significant challenge.” Experts say there are ways colleges can improve their suicide prevention and response protocols to help stop the tragic cycle. “We have to think about overall prevention measures — giving students the skills, tools necessary to address some of the ups and downs of life,” Kruger said. On November 19, 2020, Beau DuBray, an 18-year-old freshman from South Dakota, died by suicide, sending ripples across the 6,500-student Dartmouth campus. Aguirre said DuBray’s death marked the first time her peers started talking about mental health. “When you see 50 people sitting at the library, you think all those people are working. ... And then you sit down, and you can’t seem to do your work, and you’re falling behind,” she said. “I think what I realized once the suicide of Beau was reported was that lots of people were faking it.” Then, in March, another Dartmouth freshman died unexpectedly. Friends of Connor Tiffany, a 19-year-old from Virginia, told the Boston Globe his death was also a suicide. Two more deaths came in quick succession. In April, Lamees Kareem, a 20- year-old junior from Saudi Arabia, died of a medical condition unrelated to Covid-19. And in May, Elizabeth Reimer, an 18-year-old freshman from New York, died by suicide after the college sent her home against her will following a previous suicide attempt and hospitalization. Reimer’s death, Aguirre said, was the “breaking point” for the student body, which punctuated the academic year with makeshift vigils and graffiti outside the college president’s house. In response to the suicides, Dartmouth officials relaxed coronavirus restrictions to allow students to gather; added new counselors, a wellness coordinator, and other staff to the health service; organized a vigil; extended deadlines for students to request courses be marked incomplete or not recorded at all; and partnered with the nonprofit Jed Foundation to develop programs and policies that support campus mental health. But Aguirre and other students wanted the college to give them a day off to grieve together. The Dartmouth Student Assembly’s request for a day off from classes on the day of the vigil was rejected by the college, to the frustration of students. Dartmouth College’s Office of Communications declined The Chronicle’s requests for interviews with campus officials. While the Dartmouth administration’s responses to the suicides were in line with recommendations from mental-health professionals, so was the break students had called for. It can be difficult to strike a balance between allowing students to grieve and helping them move forward. Experts say there are some critical actions colleges must take after a suicide to reduce the risk of contagion and to help people on the campus heal. One is to acknowledge the death of the person without adulating them or sensationalizing the suicide. “Sometimes, there’s very public memorializing and a lot of outward expressions,” said Mitchell J. Prinstein, chief science officer at the American Psychological Association. “It tends to raise the person’s status and profile … and then vulnerable individuals who seek to feel that they’re accepted by their peers in the same way ... are at risk for engaging in suicidal behavior in order to get the same kind of response.” The Centers for Disease Control and Prevention advises that a response team pair those who may be at high risk of attempting suicide with a counselor for a screening interview, reduce access to common methods of suicide, and promote suicide crisis centers and hotlines. Ryan Patel, chair of the mental-health section of the American College Health Association and a senior staff psychiatrist at Ohio State University, said incorporating mental- health breaks into the academic calendar can be helpful. “This situation of multiple deaths by suicide over a short time period has occurred in many communities and some campuses nationwide over the years, and what we have learned is that it affects the health of the entire student community, faculty, staff, everybody,” Patel said. “It is very devastating for institutions to experience that.” Preventing suicide, Patel said, requires a great deal of self-reflection. “We need to address the entire system,” Patel said. “So many campuses have, as a result of this, doubled efforts in creating a culture of care, where everybody is a stakeholder.” Calculating the reach of a suicide cluster — let alone one person’s death — on a college campus is difficult. But recent data show just how common suicidal behavior and, less frequently, attempts are at colleges. In a fall 2020 survey of 13,000 college students by the American College Health Association, about one in five screened positive for suicidal behavior. About 2 percent of students indicated they had attempted suicide in the previous year. The survey also showed that nearly one in four college students had been affected by someone else’s death (from any cause) in the past year. Among those affected, 75 percent said it had caused them moderate or high distress. With these numbers in mind, many colleges have invested in prevention measures, said Kruger, Naspa’s president. “A lot of effort has been ... around wellness programming and nutrition and sleep and stress-management programs like that, which don’t solve the most serious psychological issues for a student, perhaps, who has suicidal ideation,” he said. “But they do address a wider range of students who are struggling with the kinds of psychological issues you’d expect in early adolescence that crop up — anxiety, depression, those kinds of issues.” Prinstein said some colleges are not sure how much to delve into the mental-health sphere. “There’s a lot of ways in which universities give somewhat mixed messages about how much people should be talking about mental health,” he said. That results, he said, in a lack of training for faculty to discuss mental health with students. A spring survey of 1,685 faculty members by the Boston University School of Public Health, the Healthy Minds Network, and the Mary Christie Foundation showed that nearly eight out of 10 professors had spoken one-on-one with a student about mental health during the past year. Yet less than 30 percent of faculty members surveyed said they had received training from their colleges to have such conversations. Nearly 70 percent of professors said they wanted to better understand student mental health and would like more training. At West Virginia University, the dean of students said faculty interest in training has soared recently as mental health has secured a prominent seat in the national conversation. The university’s earlier attempts at providing mental-health training had “not had a whole lot of faculty participate because they’re optional,” said G. Corey Farris, the dean. “But I will tell you in the past year or so when we’ve offered them, the interest has skyrocketed. ... There’s been a whole lot more participation by those faculty.” Additionally, Farris said, many faculty, staff, and students have become certified in mental health first aid, which teaches risk factors and warning signs for mental-health and addiction issues, as well as skills for helping people in crisis. For students, the training can be particularly important for spotting warning signs in their friends and peers. According to Active Minds — a nonprofit organization focused on young people’s mental health — 67 percent of young adults tell a friend they are feeling suicidal before anyone else. At West Virginia, anger over campus leadership’s response to the suicides of two students in the past year led to protests and social-media uproar. In July 2020, Eric Domanico, a rising sophomore from South Lyon, Mich., died at home. In April, Benjamin Pravecek, a 20-year-old student from Harpers Ferry, W.Va., fell to his death from a parking garage. A tweet from the official university account read: “You are valued. You are loved. You are needed.” The post listed several mental-health hotlines, and it received a flurry of frustrated replies. “Before the first death, the problem wasn’t really discussed by students, or the university,” said Logan Riffey, a rising junior and president of WVU’s Active Minds chapter. “And then afterwards it became a hot topic, the main issue for many students.” Enough of an issue, he said, to organize a protest. Central to WVU students’ complaints were the perceived shortcomings of the university’s Carruth Center, which provides mental-health services. Like most psychological-treatment centers on most campuses, it is intended for short-term care only. Those with more severe mental-health issues, such as suicidal thoughts, often need extended care. Campus leaders say they’re listening and making changes in a long-term effort to bolster the Morgantown institution’s mental-health services. In the fall, the university will be rolling out Healthy Minds University, a long-term mental-health clinic. Services will include psychiatric care, case management, and therapy, WVU officials said. The clinic is not affiliated with the Healthy Minds Network, which researches mental health on college campuses and is housed at the University of Michigan. Dr. T. Anne Hawkins, director of the Carruth Center, said she was aware of only one other institution that had introduced a similar program: the University of Southern California, which in 2019 added a fifth floor to its student-health center and dedicated it to long-term therapy. The WVU program has been in the works for three years, Hawkins said. In early March of last year, E. Gordon Gee, WVU’s president, announced the Carruth Center would receive a budget increase to support the hiring of five new positions, the creation of a crisis text line, and other initiatives. Treatment costs at the long-term clinic will be billed to students’ insurance, Hawkins said. Care at the Carruth Center is subsidized by a mental-health fee — $12 per student starting next semester. The goal, she said, is to consolidate students’ care to ensure that what they receive is multidisciplinary. “What we really wanted to do was to keep them in the WVU family,” she said. “We wanted to be able to provide support in a way so that we could close all loops.” Prinstein, a professor of psychology and neuroscience at the University of North Carolina at Chapel Hill, said college students want to be understood as a “whole person,” and the multidisciplinary approach can help providers achieve that understanding. “College students want an adult on campus that knows their name and cares about them,” he said. “Period. Not just someone who they see in classrooms, but someone that has their back, and is not just going to ask them about their grades but understands kids are experiencing that in the context of romantic relationships, breakups, in the context of their parents, roommate struggles, and is interested in them as a whole person.” In college, he said, there’s a tendency to segment needs to various offices such that students feel like no one understands how the pieces of their humanity coalesce and collide. “Everyone knows a piece of the student,” he said. “But what college students want is someone that knows the whole them and understands that all these pieces interconnect.” Building diverse campuses The Chronicle of Higher Education Whenever colleges consider how to become more diverse and inclusive, the same assumptions, ideas, and debates tend to come up. College leaders may blame a lack of faculty diversity on the Ph.D. pipeline. They often propose or require diversity training to try to improve the campus climate. They create task forces to make recommendations for institutional change. And they fret that a bold approach to increasing racial diversity could invite legal scrutiny. Those four usual suspects prompt questions, detailed below, that don’t have simple answers. Still, thinking through the complexities is essential to moving forward with a strategy to diversify. Is the pipeline problem a myth? Ever since colleges started to actively recruit professors of color, in the 1960s and 1970s, academics have made the same arguments: We’re trying our best, but there just aren’t enough scholars in underrepresented groups for us to hire. As a result, peer institutions end up poaching the same small group of star professors from one another, less-resourced colleges can’t compete, and there’s no net gain in representation. The academic pipeline, from undergraduate study to graduate school to postdocs to tenure-track positions, is often held up as the biggest barrier to progress on diversifying the faculty and senior administrative ranks. For many reasons — among them, obstacles at the elementary and secondary level, economic disparities, and lack of mentoring — Black, Latino/a, and Native students don’t get through that pipeline at the same rates as white and Asian students do. So from a purely numerical standpoint, it’s true: There are fewer scholars in underrepresented groups than there could be. The annual Survey of Earned Doctorates, conducted by the National Science Foundation, shows that, in 2019, 7.2 percent were Hispanic or Latino/a, 5.5 percent were Black, and 0.2 percent were American Indian or Alaska Native. That’s in stark contrast to the undergraduate population, of whom 20.9 percent are Hispanic, 13.3 percent are Black, and 0.7 percent are American Indian or Alaska Native. Student diversity is projected to increase even more over the next few decades. So is the pipeline really the chief obstacle to diversifying the academic work force? Among the dozens of scholars interviewed by The Chronicle, no clear consensus exists. Most say the answer is complex: There is a pipeline problem for particular groups in certain academic fields, and yet some institutions also blame the pipeline when they haven’t made meaningful progress themselves. Research by Daryl G. Smith, a senior research fellow and professor emeritus of education and psychology at Claremont Graduate University, suggests that colleges are missing out on talented young scholars from underrepresented communities. Smith has devoted much of her career to debunking the idea that there’s a low supply of scholars of color. She has found that, among other problems, most institutions remain fixated on hiring graduates of so-called top Ph.D. programs, which excludes many promising candidates. An analysis by the College and University Professional Association for Human Resources showed that people of color who become assistant professors aren’t promoted to associate and full professor as often as their white peers are. Another study, of biomedical Ph.Ds., found that female and underrepresented scholars were 36 percent less likely than were white male and Asian scholars to say they were highly interested in an academic career, citing not only more fulfilling job opportunities in government or private industry, but also unwelcoming campus climates. A few institutions are trying to create their own pipelines. Ohio State University’s College of Education and Human Ecology has created a new postdoctoral fellowship program made up mostly of scholars from underrepresented communities, and the college plans to hire its first cohort of postdocs into tenure-track jobs in 2021. The City University of New York’s Graduate Center recruits future faculty members starting at the undergraduate level, giving 30 students a yearlong primer on graduate education. Many “Pipeliners,” as they’re known, enroll at graduate schools across the country, but a few always go to CUNY’s Graduate Center. Pandemic-era cutbacks, including the suspension of admissions by more than 130 doctoral programs, could thwart well-intentioned efforts to hire more faculty of color. Yet academics of color and higher-ed experts still argue that most colleges aren’t doing enough to broaden their networks. “We reinvent ourselves over and over again,” says Shirley M. Collado, president of Ithaca College. Lori White, president of DePauw University, agrees — and sees alternatives. “There are definitely diverse faculty members in places where some schools never look,” she says, especially if they don’t consider historically Black colleges and other minority-serving institutions to be their peers. Does diversity training help? Diversity training is a hot topic, as students and others often pressure colleges to require it, while the Trump administration barred any training that “perpetuates racial stereotypes and division.” (President Biden rescinded the order on his first day in office.) As for the effectiveness of diversity training, here’s what research says about whether it changes opinions and elevates more underrepresented people into leadership roles. A 2019 study found that diversity training could be effective — for some people. A team of researchers led by Edward Chang, a Ph.D. student at the University of Pennsylvania’s Wharton School, found that, among 3,000 people at one company who voluntarily went through training, those who were less supportive of women beforehand began to acknowledge their own biases, and recognized that discrimination was a problem. But the training didn’t meaningfully change the behavior of male or white employees. Other studies have found that diversity training can make matters worse. Two sociologists, Frank Dobbin at Harvard University and Alexandra Kalev at Tel Aviv University, examined the effects of diversity training at hundreds of American colleges and companies. They found that, five to 10 years later, there weren’t more women and people of color in management positions or tenured-faculty jobs. In some cases, there were fewer. “Training can’t change stereotypes,” Dobbin says. He points out that other studies have found that some people become even more prejudiced after diversity training — especially if it’s mandatory. Some methods of educating people about bias might work better than others, says Kathleen Wong(Lau), chief diversity officer at San Jose State University. A program could open with narratives from students or employees about their experiences, and data that spell out the problems, before moving into “a framework to process and understand,” easing into topics like systemic racism, she says. She thinks colleges should also give faculty and staff members opportunities to practice talking about race and bias in a structured, facilitated way. Colleges can’t rely on a single session to solve all of their problems, not least because research has found that any positive effects tend to decline over time. Still, a program can be a good starting point, says Chang: “The most important thing that diversity training can do is communicate things about the organization’s values.” Can a diversity task force drive real change? After protests or racist incidents on a campus, the near-universal institutional response is to create a task force. College leaders can point to it as a sign that they’re taking action. But the routine is familiar: A group of faculty, staff, and students comes together. A few months later, it makes recommendations. Campus officials pledge to start carrying them out, in announcements filled with platitudes and lacking specificity. Often the task force’s report goes up on the proverbial shelf, never to be heard of again. William B. Harvey, a researcher and administrator, described this phenomenon in a 2016 Chronicle essay as “the time-worn academic pattern of delaying response to change by creating committees, task forces, and study groups to analyze the issues, in hopes that students will turn their interests to other matters rather than holding administrators and faculty leaders accountable for their inaction.” Too often, task forces become a way for institutions to tackle diversity issues on the side, instead of disrupting day-to-day operations, says Adrianna Kezar, director of the Pullias Center for Higher Education at the University of Southern California. But working groups can be effective if they have a specific focus, says Tabbye Chavous, director of the National Center for Institutional Diversity at the University of Michigan at Ann Arbor. For example, in 2015, Emory University responded to student protests by creating 13 different working groups, one for each demand the students had made. Academic Impressions, a professional-development firm that works with colleges, came up with eight characteristics of successful campus task forces, including that they are free of campus politics, have adequate resources, and can ensure follow-through on any recommendations, reconvening annually to hold leaders accountable. When White, the DePauw president, was vice chancellor for student affairs at Washington University in St. Louis, she was part of a commission for diversity and inclusion that she believes worked well, because there was money behind the recommendations. White is now spearheading a liberal-arts college alliance with the University of Southern California’s Race and Equity Center. “It really stemmed from this question — I’m a new college president, and the first thing people think I’m going to do is create a task force,” she says. Now the center has a few alliances in which campus leaders can share ideas for how to make their efforts on diversity and inclusion meaningful. When is it legal to use race in hiring and promotion? Ever since colleges started trying to hire more racially diverse professors and administrators 50 years ago, officials have contended with an evolving web of legal considerations. State and federal laws and court rulings on affirmative action, especially in the 1990s and 2000s, have tied colleges up in knots. One fundamental point is this: Under the U.S. Constitution and federal civil- rights law, public and private colleges can’t discriminate on the basis of race, including in hiring and promotion. “It is a violation of Title VII to make a hiring decision based on race,” says Josh Richards, a higher-education lawyer. “We can’t say, ‘I am hiring Candidate X over Candidate Y because they are a minority candidate and Candidate Y is not.’” Rather than explicitly using race as a decision-making factor, institutions must ensure that their affirmative- action plans value many different forms of diversity and don’t harm certain groups. Judicial and statutory limitations don’t mean that colleges should avoid ever considering race in hiring and promotion, says Jerry Kang, a professor of law at the University of California at Los Angeles and former vice chancellor for equity, diversity, and inclusion there. The key factor is nuance. Racial quotas and programs that restrict participation to particular groups of people aren’t legally sound. But here are four strategies that are: • Connect efforts to hire more diverse employees to institutional missions, policies, and programs. Colleges can link faculty-diversity goals and incentives to achieving better outcomes for a diverse student body. One common approach, Richards says, is having departments and offices draft diversity-recruitment plans that identify aspirations for their work force, such as reflecting the student body or local community, or remaining competitive with peer institutions. • Ensure that hiring decisions are ultimately based on qualifications, not background. That means clearly stating the criteria for a particular job and how a successful candidate can meet them. • Get creative with job criteria. At UCLA, which is barred from considering race in hiring, “we are focusing on actual contributions to diversity, equity, and inclusion,” Kang says. While such criteria aren’t racially based, they tend to favor candidates from underrepresented groups who may have prior experience to highlight. • Focus on broad diversity strategies that aren’t tied to individual hiring decisions. For example, take steps to expand the diversity of applicant pools, so there’s a statistically greater chance of hiring more diverse people, Richards says. Colleges can also make it a priority to hire in certain disciplines and for expertise in a particular research or teaching field. Diversity in Practice There is no perfect model for how to diversify a campus. Some colleges, however, are bolstering their commitments to racial equity and testing ideas for change. Many of the ideas — cluster hiring, search-committee training, postdoctoral programs — aren’t new. What’s different is that campus leaders there are tackling racial-diversity issues more decisively, carrying out several strategies at once, and sustaining their efforts over time. And they are seeing some success. Here are just a few examples of institutions that are seeing growth in the diversity of their faculty, staff, leadership, or governing boards, and are taking steps to improve the campus climate. Bring racial equity into every conversation. When Thuy Thi Nguyen became president of Foothill College, in 2016, she named racial equity the top priority for the two-year institution in Los Altos, Calif. Not just equity. Racial equity. While other aspects of equity are also important, Nguyen wanted to focus on race. The college’s diverse student body demanded it. Increasing the number of faculty and administrators of color, says Nguyen, is essential to closing the achievement gap. Leading that kind of transformation at a community college isn’t easy. Foothill can’t just hire 50 new faculty members right away; typically, the college has to wait for retirements. And amid the pandemic, community colleges are losing enrollment. Another challenge is California’s affirmative- action ban: Public colleges there can’t consider race in hiring decisions at all. But first, Nguyen had to get the rest of her campus on board with her ambitious plans. So she started with research and data. “Faculty diversity in particular closes racial-equity gaps, up to half,” she says, citing a 2014 study by Robert W. Fairlie, a professor of economics at the University of California at Santa Cruz. And as of 2014, the college’s senior administrative ranks were 86 percent white, and the faculty was 65 percent white, while the enrollment was only about one-third white. Armed with those arguments, Nguyen got to work. Today she leads a team in which five of nine current cabinet members and eight of 10 deans are people of color. The faculty can take longer to change, but 41 percent of tenured and tenure-track faculty members are now people of color, compared with 35 percent in 2014. Among adjuncts, the number of instructors of color has increased by five percentage points, to 36 percent. The classified staff at Foothill, 45 percent white in 2014, is now 31 percent white, nearly matching the college’s student body. A major part of the strategy has been reforming faculty hiring, and while Nguyen set the tone, faculty members and the human-resources staff led much of the change. One move was simply to shore up an existing requirement under state law that search-committee members go through equal-employment-opportunity training. The focus of the training has shifted from how to follow procedures to promoting racial equity in the search process and encouraging more candidates to come forward, says Carolyn C. Holcroft, Foothill’s faculty professional-development coordinator. She hopes tenure committees will eventually have to go through a similar program. More broadly, Nguyen’s leadership has brought an “unrelenting focus on equity,” Holcroft says. It’s now a part of day-to-day operations and meetings, she says. If a committee is discussing a policy change, for example, the group will quickly turn to how it might affect students of color. Many faculty and staff members have also gone through a training, called Beyond Diversity, that coaches people on how to talk about race effectively. Holcroft, who works in the Office of Equity and Inclusion, sometimes gets pushback because its work is so focused on race. It’s not that the office doesn’t care about other forms of inequity, Holcroft says — it’s that she and others are fighting to keep race at the center of the conversation, so people don’t shift to talking about more comfortable topics, like gender. She explains to colleagues that, while it’s important to eliminate barriers for women in STEM, women of color in STEM have an even harder time. “Over all, it does feel like there have been shifts for faculty of color on campus,” says David Marasco, a professor of physics who has been at Foothill for 17 years. As a person of color, he says he brings a “healthy skepticism” to campus-diversity efforts. But some colleagues, he says, seem less consumed by the stress of working in a predominantly white space, and more willing to spend the time and effort to solve hard problems, because they see the institutional commitment. Help faculty members reimagine their searches. A decade ago, the University of Maryland-Baltimore County had a problem with faculty hiring. The university’s Advance program, supported by the National Science Foundation, had prompted some departments to revamp hiring processes, write more-inclusive job postings, and craft diversity plans for hiring and recruiting, which had to be presented to the provost and dean before starting a search. The changes resulted in more women being hired in the sciences. But when it came to scholars in underrepresented racial and ethnic groups, something still wasn’t working. The diversity-recruitment plans mostly ended up as a box to check. Departments would copy and paste the same plans for different searches, changing only a few words. Search committees would post on job boards and share the opening with existing networks, and that was about it. “There was this resistance,” says Autumn Reed, assistant vice provost for faculty affairs. “‘Well, we’re trying, we did this and this and this, and we still don’t have any diverse applicants.’” So UMBC adopted a peer-educator program, based on a model called Strategies and Tactics for Recruiting to Improve Diversity and Excellence, or Stride, created at the University of Michigan at Ann Arbor. Now a half-dozen Stride fellows, who are paid a small stipend each year, work directly with search committees and departments. In the 2011-12 academic year, the university’s tenured and tenure-track faculty was 9 percent Black, Latino/a, or Native American. In 2020-21, the share was 15 percent. The key to Stride’s success is that it’s faculty-driven. While professors often view top-down administrative directives, rules, and required training with skepticism, they tend to be more open to changes when the ideas come from their own colleagues, Reed says. The Stride fellows are also not diversity experts, she says. They’re just faculty members helping other faculty members. They all speak the same language. Stride fellows have frank conversations with hiring-committee members about how to retool their searches. They bring job ads from peer institutions and show colleagues how the university’s competitors are marketing job openings. They have committee members critique old UMBC listings. The fellows also try to help committees understand that they should be continuously recruiting, not just when a faculty position is open. In computer science, the pipeline of scholars from underrepresented groups is admittedly narrow, says Nilanjan Banerjee, a professor of computer science and electrical engineering and a current Stride fellow. But the department at UMBC wasn’t advertising widely enough, and its evaluation rubric was pushing out some candidates of color, he says. For instance, if candidates didn’t have degrees from institutions like Stanford University or the Massachusetts Institute of Technology, the homes of two leading departments in the field, they were often screened out. Now, instead of relying on the ranking of a candidate’s Ph.D.-granting institution, search committees dig deeper into CVs. When candidates meet the computer-science faculty, they don’t see a lot of diversity, Banerjee says. So during the interview process, the Stride program will connect candidates with the university’s affinity groups, like the association for Black faculty and staff, to help them feel more welcome. In addition to revamping the hiring process, UMBC is creating some of its own diversity through a postdoc program with intensive mentoring, which so far has converted 12 fellows into tenure-track faculty members there. Much of UMBC’s recent success is due to the fact that faculty-diversity efforts are being led by faculty members. It helps, too, that UMBC is in a diverse region, and that the university has earned a national profile for graduating students of color, especially in STEM fields, over the past couple of decades. Still, meaningful change takes leadership — like that of Freeman A. Hrabowski III, one of the longest-serving college presidents. These days, UMBC deans don’t simply sign off when departments submit the same old diversity-recruitment plan. If they’re not happy with a department’s plan or the diversity of an applicant pool, the deans can pause the search. Cultivate a diverse board. When Michael Rao became president of Virginia Commonwealth University, in 2009, he could clearly see the increasing racial diversity among the students. But the university’s Board of Visitors didn’t reflect that. “The board that hired me — really kind, great people — was not diverse,” Rao says. A lot of things are within a college president’s power, but changing who’s on the board at a public institution is not one of them. In Virginia the governor appoints all of VCU’s board members. So early on, Rao hired Matthew A. Conrad as executive director of government and board relations. Conrad had worked in the governor’s office and knew how to navigate the murky world of board appointments. The key, he says, is finding commonality. VCU policy limits members to two four-year terms, which makes it easier to bring in new voices. Resources from the Association of Governing Boards of Universities and Colleges, he says, can help outline the competencies of current members and identify gaps in demographics, experiences, and professions. Conrad and his staff proposed candidates and built rapport with Virginia’s secretary of the commonwealth, Kelly Thomasson Mercer, who manages the governor’s board appointments. One name put forward was Keith T. Parker, now the board’s rector, the top post. Rao met Parker, a Black alumnus and former head of Marta, Atlanta’s transportation agency, at a 2015 event at which he was given an award. More than half of the university’s board members are now people of color. Racial diversity is critical, says Parker, to reflect the demographics of the campus and the Richmond area. So is having different perspectives, a collaborative mind-set, a willingness to listen, and a passion for helping the university. G. Richard Wagoner Jr., a former chief executive of General Motors, has been on the VCU board since 2013. The current group is not only more diverse; it also has added people who aren’t from the business world and who bring other strengths. That makes for smarter and faster decision- making, he says. “You don’t have to go out and survey if you have better representation around the table.” The more-diverse board has led to different conversations, such as how many of the university’s private contracts were going to minority-owned businesses. The board has conferred closely with Rao on senior administrative hires, discussing the types of leaders that VCU needs and encouraging the president to broaden the candidate pools. “Nowhere did we say, ‘Mike, you must hire a person of color’ for any of these positions,” Parker says. “Instead, it’s been, ‘Make sure that you’re including great people, and that you’re casting a wide net.’” And last fall the board voted to remove all Confederate names and references from VCU’s campus — no small feat for an institution located in the former capital of the Confederacy. The review process had begun in 2017, right after the deadly white- supremacist rallies in Charlottesville, Va. The board took its time to make sure VCU had a thoughtful plan, says Parker, and Carolina Espinal, a board member who leads a strategic-communications firm in Washington, D.C., helped devise talking points. “Candidly, having a board that is very much in touch with our student population was very, very helpful,” says Rao. Parker recalls a meeting with the president and VCU’s African American Alumni Council. The alumni said they were struck that the board had a Black rector and the university a president who shared their concerns. “It was a really meaningful moment for us,” Parker says. Make faculty diversity the clearest of priorities. In 2018, Donald B. Pope-Davis took office as dean of Ohio State University’s College of Education and Human Ecology with a clear mission: to diversify the college’s faculty. Two years later, the college’s percentage of tenured and tenure-track faculty of color had risen to 30 percent, up from 23 percent. “Our students today can’t walk through our halls and not see a person of color,” Pope-Davis says. Like many academic units, the college had repeatedly professed its commitment to social justice and inclusion. But the number of faculty members of color didn’t line up with that promise. In his first few weeks, Pope-Davis asked colleagues how they were trying to combat the problem, and many lamented that they couldn’t find people to hire. Then the dean drew a line in the sand: The college isn’t practicing what it’s preaching. So he moved resources around, devised a plan to recruit some of the top education scholars nationwide, and created a two-year postdoctoral program designed to convert fellows into tenure-track hires. Now that there are more faculty of color, they’re sitting on tenure and promotion committees, having different conversations, and making different decisions, Pope-Davis says. He believes biased attitudes and negative comments aren’t tolerated as much as they once were because more people of color are in the room. To make retention a priority, the dean meets once a semester with each department’s faculty and staff members, and does one-on-one check-ins each semester with all new faculty hires — not typical for a dean overseeing hundreds of employees. He tells them to hold him accountable for promises he’s made. He asks about their families and how he can help make life in Columbus better for them. “I want to make it as hard as possible for people to leave Ohio State University, because of that personal connection,” he says. Pope-Davis believes his job is to move resources around in support of racial equity, even when the decisions get tough. He hears colleagues at other institutions say: My budget just got cut, so I can’t do that. His response: “So did mine.” Lori Patton Davis wasn’t looking to leave her post as chair of the department of counseling, leadership, and policy at Indiana University-Purdue University at Indianapolis. But Noelle Arnold, the associate dean for equity and diversity charged with carrying out the Ohio State college’s faculty-diversity plan, reached out to her. Pope-Davis made a compelling pitch: that Patton Davis could put her research — which focuses on Black experiences in higher education — into practice. “The dean never danced around any of it,” she says. She never got the sense, she says, “that it would be an issue for me to address issues of race.” Now, as chair of the college’s department of educational studies, Patton Davis is eager to mentor assistant professors, revise policies to account for “hidden forms of service,” and ensure that public scholarship is rewarded in the tenure and promotion process. Cultivating a diverse faculty from within is also an important part of the college’s approach. That’s how Rhodesia McMillian ended up on campus. McMillian, who earned her Ph.D. in elementary- and secondary-education policy from the University of Missouri at Columbia in 2017, was working as an associate director there and looking for a tenure-track role. A postdoc, which would mean giving up a full-time job and taking a pay cut, was not what she had in mind. But this postdoc is different from most others, McMillian says. She wasn’t hired to support a professor’s project; she’s doing her own research. It’s been like a “professor internship,” she says. Each postdoc has a mentor or a team of mentors who are paid for their work. At least three people, McMillian says, have offered her feedback on each of her grant proposals so far. Subscribe Past Issues Translate View this email in your browser Together We Grow, a consortium of some of the world’s largest agribusiness interests, is focused on building a more diversified pipeline of talent for the agricultural industry. The organization is expanding its reach by establishing the Center for an Enhanced Workforce in Agriculture at the CSU Spur campus at the National Western Center. CSU Spur broke ground in 2020 and opens in 2022. As we transition to warmer months, I’m thinking about our academic partners and the challenging and amazing year you have just pulled off. Congratulations, you did it! As your students celebrate the end of the year, I wanted to use this note to celebrate you, and the amazing innovation, persistence, and grit that you all have brought to this academic year. From changing the way you do…well, almost everything, to ensuring that equity was top of mind in your support of students. You’ll find a few highlights in this newsletter. Please join us for our open forum as we finalize the hire that will launch our national communications strategy – you’ll find details below. Finally, as many of our members are planning to return to the office after Labor Day, we have shifted our Together We Grow annual meeting dates to Sept. 21-22. We have a fantastic agenda planned; please save the date. This newsletter will resume in August – happy summer to you all! With gratitude, Kristin Kirkpatrick Executive Director, Together We Grow NEW AT TOGETHER WE GROW — SAVE THE DATE: This year's annual meeting with be held virtually on Sept. 21-22. More details to come. — OPEN FORUM: Meet the final candidates for the Social and Digital Media Coordinator position at a virtual open forum on Monday, June 7 from 11:55 a.m.-1:35 p.m. MDT. This person will help expand Together We Grow's storytelling efforts to engage the future pipeline of talent through social media; please email Kristin if you would like to attend so we can send you the candidates' resumes in advance. — JOIN OUR COMMUNICATIONS ADVISORY BOARD: Our new Social and Digital Media Coordinator will be working under the direction of a quarterly advisory board. If you’d like to have communications staff from your organization join that group, please email Kristin. — WORKING GROUPS: Together We Grow's working groups have continued to finalize priorities for 2021 to advance inclusion more broadly — and racial equity more specifically — within the food and agriculture industry. There are four working groups focused on inclusion in agribusiness, inclusive excellence in higher education, pathways into agriculture careers, and storytelling that all meet monthly. Contact Together We Grow to get involved! FOOD FOR THOUGHT One move companies can take to improve diversity Many companies are trying to increase their hiring of diverse employees. Opening hubs, factories, and other worksites where Black people live is a powerful but overlooked lever. (McKinsey & Company) Test-optional policies didn’t do much to diversify college student populations A recent study found that test-optional admissions increased the share of Black, Latino, and Native American students by only one percentage point at about 100 colleges and universities that adopted the policy between 2005-06 and 2015-16. The share of low- income students also increased by only one percentage point on these campuses. (The Hechinger Report) For Black workers, age discrimination strikes twice Age discrimination sounds simple: The oldest workers face the strongest biases. But new research suggests that rule applies primarily to white workers; for Black workers, age discrimination is highest for the youngest, falls in middle age, and rises once more as workers near retirement. (The Washington Post) Who’s following up on corporate pledges of diversity? In the wake of George Floyd's murder and the ensuing summer of protests demanding racial justice and equality, a lot of companies made statements and commitments to increase diversity in their workplaces. But some used buzzwords without defining goals, and regarding companies that did set benchmarks for, say, committing shelf space to Black-owned businesses or increasing the number of Black managers, there’s no official system that holds them accountable. (Marketplace) Mark Stewart is the President and CEO of Agriculture Future of America. Together We Grow: What is your vision for the future of agriculture? Stewart: My vision for the future of agriculture is it being the most appealing industry for young people to aspire to work in. For kids growing up in the 80s, many wanted to be astronauts and work for NASA. How do we make agriculture the new NASA, where kids truly want to work in this industry and see it for all the excitement it holds? If we create that excitement, diversity will come by nature of our population. With well prepared employers, workplaces will embrace diversity even more, and we truly will be prepared to feed billions because we’ll have the talent to take the challenge on like never before. Read the full interview. Copyright © 2021 Colorado State University System. All rights reserved. CSU System mailing address: 555 17th St., Ste. 1000 Denver, CO 80202 You are receiving this publication because you are affiliated with Together We Grow or have expressed interest in the CSU System and its initiatives. 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