ADMINISTRATIVE RESUME
Susan Warren Beatty
Associate Dean for the Natural Sciences (Divisional Dean)
College of Arts & Sciences, University of Colorado, Boulder
http://www.colorado.edu/ArtsSciences/overview/administration/susanbeatty.html
Portfolio:
13
368
42
125
1200
$60 million
$22 million
Departments; and 8 programs and centers
Tenured and tenure-track faculty
Instructors and lecturers (non-tenure track adjunct faculty)
Staff and research associates
Graduate teaching assistants (ca. 3000 graduate students total)
Fiscal year continuing budget (dept budgets, salaries, staff, auxiliary)
Fiscal year temporary budget for graduate teaching assistants and
temporary lecturers and instructors
Responsibilities:
I. BUDGET
 Departmental operating budgets; allocated annually based on student credit hours
taught, faculty and staff counts, space and merit evaluation
 Salaries (faculty, staff, temporary hires and teaching assistants)
 Management of gift funds
 Deficit resolution and planning
 Management of funding to centers:
o Fiske Planetarium
o Center for Integrated Plasma Studies
o Center for Neuroscience
o Center for Astrophysics and Space Astronomy
o Center for Number Theory
o Energy, Materials and Applied Research Center
o Miramontes Arts & Sciences Program (recruitment and academic support
for underrepresented minority and first generation college students)
o Presidents Leadership Class (merit-based scholarships; students receive
four years of rigorous leadership training; community based partnership)
o Center for Geographic Education
II. FUNDRAISING/CAPITAL PROJECTS
 Donor identification and development (initial contact, building a relationship,
making an ask, donor satisfaction, involvement in advisory boards)
 Enhance departmental fundraising activities and efforts by:
o Promoting development of case statements for departmental
accomplishments and donor opportunities
o Sponsor alumni activities, programs for family weekends
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o Alumni visits in any locations I travel to for other purposes.
Monthly meetings with the development officers assigned to my departments, to
discuss potential donors, prioritize fundraising projects, plan travel and local
donor functions.
Spearhead planning for a new Chemistry and Life Science building; I anticipate a
$30 million fundraising commitment for this $170 million project.
Serve on the Steering Committee for the new Systems Biotechnology building
(broke ground fall 2009), involved in the program planning, architect selection,
design phase and now the construction phase; involved in the fundraising portion
of the capital project with is $40 million for the $150 million project. I have met
with numerous potential donors across the country for this project.
Participate in the program plan for a new GeoSciences building to house a
combination of academic departments, research institutes and federal labs.
III. ENGAGEMENT
 Developing outreach programs, public lectures and exhibits {example: a 9 week
“Science Sampler” course given to a local organization called the Academy for
Life Long Learning, a community of retired citizens.}
 Encouraging departments to form advisory boards, drawing on alumni and/or the
local community, to involve them in the business of education and support of the
university.
 Serve on the campus Task Force to develop a new Master Plan for the campus; I
am chair of a subcommittee looking at what academic clusters would be
appropriate for new buildings on an undeveloped east campus parcel, as well as
how to integrate students residences, dining and recreation facilities, parking,
transportation challenges, and partnerships with local business, industry and
research labs.
 Foster research or educational opportunities with local business, federal labs,
local government offices, industry. Includes internships, graduate and faculty
research exchanges, and funding opportunities.
 Work with two teacher training programs for undergraduates: CU Teach
(secondary mathematics and science teacher education program) and the STEM
Learning Assistant program (use of advanced undergraduates as teaching
assistants in labs/recitations as K-12 teacher training).
 Support and develop the San Juan Collaboratory, a program that supports regional
college students through a dual-degree program and facilitation of moving into
graduate level education. Targets regions with traditionally under-represented
groups in higher education, and first-generation students.
 Match faculty expertise with requests for information or services from the public.
Promote the university as a resource to the community.
 Participate in the Conference on World Affairs, which is sponsored by the
College of Arts & Sciences every year. It is a free public event that brings
faculty, journalists, authors, commentators, actors, performing artists, public
figures, politicians, etc. to campus for lectures, panels and events pertaining to
current global issues.
IV. RESEARCH
 Approval of matching commitment for grant applications (fiscal year average
commitments =$550K; average successfully funded grants =51%; average fiscal
college matching payouts =$280K)
 Management of departmental indirect cost recovery funds (DA-ICR); current
return =29% of total ICR to college and departments; also developed new
guidelines for how DA-ICR is divided among units with multiple co-PIs or with a
PI who has joint appointments.
 Information distribution on funding opportunities, faculty and student
fellowships, awards, cooperative projects with national labs, yearly directives
from funding agencies (e.g. NIH, NIMH, NSF, DOE, NASA, NOAA, USDA,
DOD)
 Sponsorship for interdisciplinary symposia, workshops, and conferences (e.g.
Committee on the History & Philosophy of Science, Philosophy Department:
http://www.colorado.edu/philosophy/chps/)
 Participation in the development of interdisciplinary initiatives:
o Energy Initiative recently became the Renewable and Sustainable Energy
Institute (RASEI), involving science, engineering, social sciences,
humanities, law and business.
o GeoSciences Initiative – currently on the task force; mixes geology,
atmospheric sciences, oceanography, environmental sciences with an
existing institute (Arctic and Alpine Research), a social sciences center
(Center for the American West) and a government lab (USGS hydrology).
o Sustainability Initiative – currently in development; combines social
sciences, natural sciences, engineering, and humanities in addressing
educational tracks and graduate research in science and policy.
o Colorado Molecular Initiative in Biotechnology (CIMB) – currently on the
task force; also on the steering committee for the new biotechnology
building.
o Latin America Initiative – currently in development; to bring faculty and
students in any discipline together with others who study aspects of Latin
America (culture, political, economic, demography, history, literature,
language and linguistics, physical and life science)
 Approval of international travel (related to export control)
 Compliance with research conduct and conflict of interest protocols (work with
the Vice Chancellor for Research whose office oversees research conduct);
includes annual reports of professional activities, safety violations in labs, human
research protocols, resolution of COI or research misconduct cases.
 Serve on the campus-wide Federal Relations Advisory Committee and Research
Cabinet; the charge is to work with federal and local agencies to develop research
opportunities, work with lobbyists to promote University needs; solicit and
approve earmark proposals for submission to the state and federal legislatures.
V. EDUCATION
 Determine and evaluate teaching loads for faculty, instructors, graduate teaching
assistants.
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Manage seat availability; add or cancel courses and sections based on student
demand each semester; determine optimum course sizes
Provide temporary course replacement teaching for faculty on leave or
sabbatical, or for vacant faculty lines; I manage a temporary fund (Leaves &
Replacements) that reinvests salary savings from leaves and vacancies into
temporary teaching.
Allocate teaching assistants to departments; there is a continuing budget as well
as a temporary budget that meets the needs for increasing lab sections or
recitations according to student demand
Participate in a review of departmental curriculum, quality and quantity
Approval and review of course fee charges (some courses are allowed to charge
an additional fee over tuition for specialized needs such as field trips, extensive
computer lab use, supplies and materials not covered by other means)
Undergraduate and graduate student awards and scholarships
Science Education Initiative oversight– directed by Carl Weiman (Nobel
laureate) to improve undergraduate education through implementation of
innovative teaching methodologies and approaches.
Coordinate Academic Review of Programs (oversight by Vice Chancellor for
Faculty Affairs) – a unit merit exercise to allow self-study and evaluation, internal
college and campus evaluation, and external evaluation of departments and
programs.
Participate in Administrative Review of Services (oversight by the Chief Financial
Officer and Senior Vice Chancellor) – I chaired the Internal Review Committee
for the Information Technology Services review, and also chaired a task force on
Governance for the ITS Strategic Planning process.
VI. PERSONNEL
 Assignment of new faculty lines to departments
 Approval of faculty searches, short lists, interview candidates, and final hire
 Meet with all faculty interview candidates in person
 Negotiations for new faculty startup packages, salary, MOUs with institutes
 Review of faculty promotion and tenure cases (ca. 30 per academic year)
 Review and approval of non-tenure track faculty appointments and
reappointments (research faculty, adjuncts, adjoints, instructors, lecturers,
scholars in residence, visiting professors)
 Approval to hire staff and research associate positions
 Approval of sabbaticals, leaves, retirement plans, resignations
 Appointment of departmental chairs and associate chairs, center directors;
annual merit and performance evaluation
 Selection of faculty and students for college awards
 Help departments develop mentoring programs for junior faculty and students
 Participate in campus level administrative search committees (Vice Chancellor
for Research, Dean of the Graduate School, Directors of Institutes)
 Visit all departmental faculty meetings at least once an academic year