Office of Faculty Affairs and Undergraduate Enrichment (OFAUE)
Strategic Plan
February 1, 2012
Goal
1. (Faculty Affairs):
Provide assistance,
services, and
information to
faculty and
academic
administrators.
Objective
1.1 Support all faculty processes (e.g. ,
the faculty appointment,
reappointment, tenure, and
promotion processes, sabbatical
approvals, post-tenure reviews,
etc.) through the provision of
accurate information and useful
advice and information.
1.2 Promote, encourage, and recognize
faculty excellence through awards
programs and special appreciation
events.
1.3 Provide effective leadership in the
development, revision, review, and
interpretation of academic policies,
guidelines, templates, and forms
that support faculty processes.
1.4 Communicate effectively with
constituencies by sharing
information in a wide variety of
ways; serving as a liaison between
the Provost’s office and internal
and external groups; bringing
faculty and administrators together
on committees, tasks forces, etc.;
leading the AD/ASG on the Denver
Campus and coordination with
ASAL at AMC and sponsoring
Action Steps
1.1 Create
guidelines,
templates,
forms, etc.,
for all faculty
processes.
1.2 Continue all
existing
awards and
appreciation
events, and
add new ones
as
appropriate.
1.3 Develop,
review and
revise
academic
policies, as
needed.
1.4 Continue
existing
communication
strategies,
and develop
new ones as
needed.
Timeline
Ongoing
Performance Measures
 Levels of satisfaction
among faculty and
administration,
advice, and materials
provided; with
opportunities for
input as policies and
procedures are
developed, reviewed,
and revised; with the
type and amount of
communication
between the FAUE
and internal and
external
constituencies; and
with the quantity and
quality of awards
programs and special
recognition efforts
and events.
 Extent to which
faculty processes
flow smoothly,
completely, and
accurately at Provost
level. Awards
programs and
Who
Associate
Vice
Chancellor
for
Academic
Affairs
(FAUE), with
support and
assistance
from others,
as needed
workshops and symposia, as
appropriate.
2. (Faculty Affairs):
Develop and
support programs
and services to
enhance the
academic
experiences of
faculty and
students.
2.1 Lead ad hoc task forces and
committees of faculty, staff, and
administrators charged with solving
problems, developing new
programs, or revising existing
programs and practices.
2.1 With others,
create visions for
new programs
and services and
manage the
processes needed
to bring them to
fruition.
1-3 years
3. Maymester and
3.1 Work with committees to enhance
3.1 Implement
Ongoing
recognition events
occur at the
appropriate times
throughout the year;
other ways of
recognizing faculty
occur via a variety of
methods.
 Extent to which
participants and
constituents are
satisfied with work
accomplished;
perceptions of the
relevance and
effectiveness of goals
and products of the
groups.
 New programs and
services are
developed to meet
needs of the
university and in
accordance with the
university’s Strategic
Plan; extent to which
evaluations of the
programs and
services indicate that
they are effective,
relevant, and timely.
 Expectations for
Associate
Vice
Chancellor
for
Academic
Affairs
(FAUE), with
assistance
and support
from others,
as needed
Summer
Summer
Coordination
current summer programs and
design new summer programs in
order to grow summer offerings
and enrollment.
4. (Undergraduate
Experiences):
Develop vibrant,
interactive and
diverse learning
community that
defines CU Denver
as a first-choice
university for
students and
4.1 Ensure that all students have
access to the highest quality
academic programs, support
services and engagement activities.
4.2 Increase the local, regional,
national and international
reputation of undergraduate and
graduate programs through
development of selective signature
programs and implementation of
Maymester each
year; assess
effectiveness;
work with
Planning Group on
enhancements
and summer
enrollment
growth in future
years.
3.2 Work with
others to create
and develop new
summer programs
such as Summer
Bridge and others
to boost
enrollment among
current students
and attract new
students; manage
the processed
needed to bring
them to fruition.
4.1 Maintain
Foundations of
Student Success
Committee to
prioritize campus
initiatives.
4.2 Continue
Quality
Undergraduate
Education (QUE)
1-3 years
development and
coordination of new
summers offerings
and programs are
met or exceeded.
 Extent to which the
participants and
constituents are
satisfied with
program offerings
and coordination.
 Summer offerings are
developed in
accordance with the
university’s strategic
plan.
programs
coordinator.
 Extent to which UC
Denver is viewed as a
first-choice
institution by
students (and
possibly parents)
evaluated during a
redesigned new
student orientation,
through an annual
Assistant
Vice
Chancellor
for Undergraduate
Experiences,
with
support and
assistance
from others,
faculty.
5. (Undergraduate
Experiences): Develop
and implement
programs of excellence,
including University
Honors and Leadership
interdisciplinary and collaborative
programs across the campuses and
throughout the world.
4.3 Substantially increase experiential
learning opportunities outside the
classroom through internships,
research, community service, cocurricular activities, and
international programs.
Steering
Committee to
bridge academic
and student
affairs programs.
4.3 Maintain
travel funds to
support regional,
national and
international
conference
presentations by
CU Denver faculty
and staff.
4.4 Add
undergraduate
research
coordinator staff
position to the
Experiential
Learning Center
(ELC
4.5 Expand UROP
and Early Alert to
Anschutz Campus
College of
Nursing.
5.1 Develop academic programs that
increase the student persistence
and graduation rates of
undergraduate students.
5.2 Develop and implement student
support programs that lead to
5.1 Increase
systematic
assessment of
first-year student
programs.
5.2 Utilize UE
student “climate”
survey, or
incorporated in NSSE
evaluation of student
engagement.
 Evaluation of student
enrollment growth
patterns in nonresident student
population, and in
international student
population.
 Assessment of
undergraduate
students involved
with undergraduate
research, internships
and service learning
– in terms of
numbers of students
involved as well as
the quality of the
experiences.
 Performance
measures that relate
to objective 4.3. are
under development.
1-3 years
 Extent to which
Foundations of
Excellence planning
recommendations are
incorporated into UC
Denver strategic plan.
as needed
Assistant
Vice
Chancellor
for Undergraduate
Experiences,
and First-Year
Seminars, that recruit
and retain the best
local, national, and
international students a
CU Denver.
presentations and publications at
the regional, national, and
international levels.
5.3 Attain the highest quality academic
and support programs that lead to
presentations at the regional,
national and international levels.
Symposium for
internal
prioritization of
undergraduate
recommendations
over last 5-7
years.
Utilize
Foundations of
Student Success
to prioritize and
implement
recommendations
for increased
student success.
5.3 Maintain
travel funds to
support regional,
national and
international
conference
presentations by
CU Denver faculty
and staff.
6.(Faculty
Development):
Enhance faculty
success.
6.1 Present workshops, seminars and
programs that promote excellence
in scholarship/creativity and
teaching/learning.
6.2 Consult with faculty on teaching
and aspects of the tenure and
promotion processes (e.g., dossier
preparation).
6.3 Provide leadership for, and initiate
6.1 Continue
offering programs
designed to
promote
excellence in
scholarship/
creativity and
teaching/learning.
6.2 Continue to
Ongoing
 Assessment of trends
in enrolled
undergraduate student
quality through a
combination of CDHE
index scores; ACT/SAT
scores; high school
GPA; annual
persistence rates; 5year graduation rates;
and number of new
freshman remediation
in reading, writing, or
mathematics.
 Complete 5-yr
assessment reports for
Early Alert, First-Year
Seminar, and
University Honors and
Leadership programs.
with
support and
assistance
from others,
as needed
 Levels of satisfaction
among faculty who
use the CFD services
and resources (e.g.,
workshops,
consultations) based
both on evaluations
completed
immediately and an
Director of
the Center
for Faculty
Development (CFD),
with
support and
assistance
from others,
7.(Assessment):
Enhance a culture of
assessment to advance
student learning,
teaching effectiveness,
program quality, and
university
accreditation.
special UC Denver initiatives (e.g.
the Junior Faculty Mentoring
Program).
6.4 Circulate print publications and
electronic resources on a wide
range of topics related to teaching,
scholarship, and creative activities.
6.5 Working with others, enhance
faculty capacity to teach crossculturally.
consult with
faculty on
teaching and
aspects of the
tenure and
promotion
processes.
6.3 Respond as
appropriate and
initiate new
programs as
needed.
6.4 Continue
existing
publications, and
develop new ones
as needed.
6.5 Develop
capacity to teach
cross-culturally.
7.1 Support individual faculty and
academic programs in
designing and implementing
effective data-driven outcomes
assessment systems that
advance student learning
through consultations,
workshops, and resources.
7.2 Provide guidance and feedback
to academic programs on their
assessment reports for
professional and university
7.1 Conduct
workshops and
consultations on
assessment
systems and
techniques, and
provide report
templates and
assessment
resources.
7.2 Prepare written
feedback for
Ongoing
annual satisfaction
survey.
 Comparison of needs
assessment data over
several years to
determine any
changes in trends.
 Extent to which
faculty and units
perceive the CFD as
responsive to
individual and
collective needs (e.g.,
new programs and
services are
developed, launched,
and evaluated);
extent to which
faculty report
accessing print and
electronic resources.
as needed
 Extent to which
faculty and program
assessment needs
are addressed, as
measured by number
of consultations and
workshops and
satisfaction levels.
 Extent to which
programs find report
feedback useful.
 Extent to which
Director of
Assessment,
with
support and
assistance
from others,
as needed
accreditation.
7.3 Strengthen the assessment of
general education (core)
learning.
7.4 Inform the university
administration on assessmentrelated issues.
7.5 Act as a liaison on assessmentrelated issues with relevant
organizations, such as the
Higher Learning Commission of
the North Central Association,
companies providing testing
and assessment services, and
higher education organizations.
programs on their
assessment plans
and results reports.
7.3 Working with
other units, the
Office of
Assessment will
guide the
refinement of the
general education
(core) learning
outcomes,
oversee the
assessment of
learning in the
core areas, and
support faculty in
improving their
instruction and
advancing student
learning in general
education.
7.4 Prepare
documents and
reports to guide
university
administration on
assessment
issues; make
presentations or
lead discussions
for administration
and university
groups on
assessment issues.




assessmentrelated information
to administration is
timely and valuable
in guiding decisions.
Amount and type of
support provided to
campus
organizations.
Number and type of
contacts on
assessment-related
issues with outside
organizations,
including HLC.
Ongoing assessment
of undergraduate
learning through the
administration of a
standardized test
(i.e., ETS Proficiency
Profile) and the
provost-funded
project to assess
student learning in
the general
education
curriculum.
Number of scholarly
publications and
grants with center
colleagues and
faculty clients.
7.5 Coordinate
university’s
assessment
initiatives with
accrediting
organizations,
testing
companies, and
higher education
organizations, and
attend annual
meetings, training
workshops, and
information
sessions as
appropriate.