From: Subject: University of Colorado at Colorado Springs Academic Master Plan 1999 Date: Tue, 4 Dec 2007 09:41:37 -0700 MIME-Version: 1.0 Content-Type: multipart/related; type="text/html"; boundary="----=_NextPart_000_0000_01C83659.DDB2C910" X-MimeOLE: Produced By Microsoft MimeOLE V6.00.2900.3198 This is a multi-part message in MIME format. ------=_NextPart_000_0000_01C83659.DDB2C910 Content-Type: text/html; charset="utf-8" Content-Transfer-Encoding: quoted-printable Content-Location: http://www.uccs.edu/~ncaport/portfolio/Planning/AcademicMasterPlan99-04.htm =EF=BB=BF University of Colorado at Colorado Springs Academic = Master Plan 1999
University of Colorado at = Colorado=20 Springs
Academic Master=20 Plan
1999-2004

April 21,=20 1999

Introduction

This Academic Master Plan for the = period=20 1999-2004 reflects both the substantive planning of the past = several years=20 and the current dynamic nature of the University of Colorado at = Colorado=20 Springs. The Academic Master Plan for 1990-1995 accurately = predicted many=20 of the changes that have occurred since that plan was adopted. = Residence=20 halls have been constructed, selected degree programs have been = added, the=20 athletics program has moved to NCAA Division II, and the campus = has grown=20 to meet the needs of the Pikes Peak region and the State of=20 Colorado.

Since the completion of the last = Academic=20 Master Plan, the CU-Colorado Springs community has continued to = hold=20 serious dialogues regarding the future of the campus, its mission, = and its=20 core values. In December of 1995, Chancellor Bunnell Shade = appointed a=20 University Planning Committee to oversee the creation of a = strategic plan=20 for the campus. After gathering input from both the campus and the = Colorado Springs community, circulating several drafts, and = considering=20 numerous comments, the University Plan was finalized in February = of=20 1997.

In response to President = Buechner=EF=BF=BDs formulation=20 of the Total Learning Environment (TLE) proposal in 1996, the = campus=20 created a TLE Implementation Team and developed seven long-term = goals for=20 the campus. The campus TLE Goals, adopted in early 1999, build = upon the=20 outcomes of the University Plan and now serve as the framework = around=20 which this Academic Master Plan is built. After considering the = mission=20 statement of CU-Colorado Springs, academic programs have been = evaluated in=20 terms of the campus TLE Goals to determine which are most = appropriate for=20 inclusion in this five-year plan.

This Academic Master Plan outlines = an academic=20 program that reflects the growth and maturity of a campus. = CU-Colorado=20 Springs is maturing as an institution, adding the academic = infrastructure=20 that is required of a residential campus providing the range of = degrees=20 required by the Pikes Peak community as well as the State of = Colorado. At=20 the same time, the student population is growing as the demand for = higher=20 education in Colorado increases. The past and current planning = ensures=20 that this growth and maturity will take place in a coherent = manner,=20 building on the strong academic program that currently = exists.

There are six major areas of = academic=20 development outlined in this report:

  • The development of programs, = personnel, and=20 facilities to respond to the anticipated growth of the = undergraduate and=20 graduate student bodies of the campus.
  • The development of a core = curriculum for the=20 campus undergraduate academic program that will provide all = graduates of=20 the campus with a broad based education.
  • The development of disciplinary, = interdisciplinary, and multi-disciplinary programs that will = grow out of=20 the strengths of existing programs and respond to student and = community=20 needs.
  • The development of new degrees = in areas of=20 strength that meet clear needs in the local economic sector and = that=20 build on existing programs.
  • The development of co-curricular = academic=20 programming on the campus that responds to the changing = demographics of=20 the campus and the increasing proportion of the students that = will live=20 on campus.
  • The development of a diverse = curriculum,=20 student body, staff, faculty, and administrative cohort that = will=20 reflect the people and dynamics of the Pikes Peak = community.=20

 The program outlined in the = subsequent=20 plan represents the necessary steps toward having CU-Colorado = Springs=20 fulfill its role in providing the academic underpinning for the = economic=20 growth of the Pikes Peak region as well as serving as the growth = campus=20 for the CU system.

1. Mission of CU-Colorado=20 Springs

The role and mission of CU-Colorado = Springs is=20 set forth in C.R.S. 23-20-101 (c):

The Colorado Springs campus = of the=20 University of Colorado shall be a comprehensive = baccalaureate=20 liberal arts and sciences institution with selective = admissions=20 standards. The Colorado Springs campus shall provide = selected=20 professional programs and such graduate programs as will = serve the=20 needs of the Colorado Springs metropolitan area, = emphasizing those=20 professional programs not offered by other institutions of = higher=20 = education.

=

The key concepts of this mission = statement are=20 reflected in the Vision Statement that was developed in 1994 and = cited in=20 the 1997 University Plan:

We will provide a public = undergraduate=20 education unexcelled in the State and selected excellent = graduate=20 = programs.

The Total Learning Environment = Implementation=20 Team recently completed their work to identify specific goals = which will=20 move the campus forward in its efforts to achieve the stated = mission and=20 fulfill the vision statement. Those goals and associated = objectives are=20 listed in the section of this document regarding academic planning = and=20 goals.

2. The Current Academic=20 Program

First opened in 1965 as a = nonresidential=20 university on a campus occupying 80 acres, CU-Colorado Springs now = serves=20 as a comprehensive residential university with access to over 470 = acres.=20 Student enrollments have shown robust growth over the past few = years, with=20 6540 students enrolling in the fall of 1998. As the number of = students=20 enrolled has grown, the quality of students has also increased. = Over 51%=20 of the undergraduate students admitted for the 1998-99 academic = year=20 surpassed the CCHE Admission Index required for admission to = CU-Boulder,=20 up from 42% for 1995-96.

Academic Degrees are awarded in six = units: the=20 Beth-El College of Nursing and Health Sciences, the College of = Business,=20 the College of Engineering and Applied Science, the School of = Education,=20 the College of Letters, Arts and Sciences, and the Graduate School = of=20 Public Affairs. The University offers 24 bachelor=EF=BF=BDs = degrees, 17 master=EF=BF=BDs=20 degrees, and 2 Ph.D.s. A master=EF=BF=BDs degree in American = Studies has been=20 dropped since the last Academic Master Plan was adopted. = CU-Colorado=20 Springs is accredited by the North Central Association of Colleges = and=20 Schools.

Beth-El College of Nursing and = Health=20 Science:

Merging with CU-Colorado Springs in = July of=20 1997, the Beth-El College of Nursing and Health Science "prepares=20 graduates for service and leadership. The College addresses the = nursing=20 and allied health science needs of the city of Colorado Springs = and=20 Southern Colorado by offering undergraduate and graduate degrees = as well=20 as certificates, and life long learning programs" according to its = mission=20 statement. The College offers three degrees, a Bachelor of Science = in=20 Allied Health, a Bachelor of Science in Nursing, and a Master of = Science=20 in Nursing, with a variety of options within those degree = programs, all=20 accredited by the National League for Nursing. The College also = offers=20 certificates in forensics, gerontological, holistic, and neonatal = nursing=20 as well as emergency health. Beth-El utilizes diverse clinical = facilities=20 to provide learning opportunities for students in Colorado = Springs,=20 Pueblo, Denver, and throughout the country. In the fall of 1998, = Beth-El=20 accounted for 5.1% of the student credit hours taught at = CU-Colorado=20 Springs.

College of Business:

The College of Business serves the = needs of the=20 Pikes Peak Region and Southern Colorado for competent and = responsible=20 managers, for continuing education of those already in such = positions, and=20 for research. The degrees offered are a BS in Business = Administration and=20 a Masters of Business Administration, both accredited by the = American=20 Association of Collegiate Schools of Business. Several areas of=20 concentration are available within each of these degree programs. = In=20 addition, an MBA is offered which can be entirely completed = through=20 distance learning. Certificate programs are also offered at the=20 undergraduate and graduate level for those wishing to complete = coursework=20 on an additional area of emphasis. Student credit hours in the = College of=20 Business for the fall of 1998 represented 12.1% of the total for=20 CU-Colorado Springs.

College of Engineering and Applied=20 Sciences:

The mission statement of the = College of=20 Engineering and Applied Science, developed with the regional = technical=20 community, commits the College to "Support the needs of Southern = Colorado=20 by providing unparalleled undergraduate and graduate engineering = and=20 applied science education and by engaging in research of = international=20 stature which supports these needs." Toward this end, the College = offers a=20 Bachelor of Science in Applied Mathematics, Computer Science, = Electrical=20 Engineering, and Mechanical Engineering. A Master of Science is = available=20 in Applied Mathematics, Computer Science, Electrical Engineering, = and=20 Mechanical Engineering. The Master of Engineering degree with = several=20 options is also awarded. Ph.D.=EF=BF=BDs are given in Computer = Science and in=20 Electrical Engineering. Certificate programs exist in several = areas. The=20 B.S. in Computer Science is accredited by the Computer Science=20 Accreditation Board, and the Engineering Accreditation Commission = of the=20 Accreditation Board for Engineering and Technology accredits the = B.S. in=20 Electrical Engineering. The College of Engineering and Applied = Science=20 taught 14.2% of the University=EF=BF=BDs student credit hours in = the fall of=20 1998.

School of Education:

The School of Education offers = initial teacher=20 licensure, principal and administrator licensure and graduate = programs. A=20 Master of Arts is given in Curriculum and Instruction, Guidance = and Human=20 Services, and Special Education. The three initial licensure = programs in=20 teacher education, the Teacher Education Program, the Alternative=20 Licensure Program, and the Special Education Licensure Program all = lead to=20 teacher licensure. Certification is also available to those who = already=20 possess a graduate degree. All students must demonstrate = proficiency in=20 computer literacy prior to graduation or completion of = certification.=20 Members of the faculty provide a significant number of courses = through=20 continuing education to support the needs of local school = districts.=20 School of Education programs, both initial licensure and graduate, = are=20 fully accredited by the National Council for the Accreditation of = Teacher=20 Education. The School of Education provided 5.8% of the student = credit=20 hours in the fall of 1998.

College of Letters, Arts, and=20 Sciences:

The College of Letters, Arts, and = Sciences=20 provides breadth of instruction for all students of the = CU-Colorado=20 Springs campus, including those in professional schools and = colleges. The=20 College awards Bachelor of Arts degrees in Anthropology, Biology,=20 Chemistry, Communication, Distributed Studies, Economics, English, = Fine=20 Arts, Geography and Environmental Studies, History, Mathematics,=20 Philosophy, Political Science, Psychology, Sociology, and Spanish. = The=20 Bachelor of Science degree is given in both Chemistry and Physics, = with=20 the B.S. in Chemistry certified by the American Chemical Society. = Graduate=20 degrees include a Master of Basic Science and Master of Arts in=20 Communication, History, Psychology and Sociology. A certificate in = gerontology is also available. Program reviews, including an = external=20 input component, are conducted every seven years for each academic = program. Letters, Arts, and Sciences accounted for 62.1% of the = student=20 credit hours taught in the fall of 1998.

 Graduate School of Public=20 Affairs:

Established in 1972, the Graduate = School of=20 Public Affairs provides graduate level, professional training for = managers=20 and policy-makers in public, nonprofit, and criminal justice=20 organizations. The School offers a Master of Public Administration = and=20 provides the coursework for a Master of Criminal Justice, which is = awarded=20 through the University of Colorado at Denver. Certificates are = available=20 in Public Management, Nonprofit Management, and Criminal Justice. = The=20 Graduate School of Public Affairs utilizes a unique approach to=20 coordinating faculty allocation between the Colorado Springs and = Denver=20 sites, with faculty teaching on both campuses. The National = Association of=20 Schools of Public Affairs and Administration accredits this = program.=20 Enrollments in the Graduate School of Public Affairs accounted for = 0.7% of=20 the University=EF=BF=BDs fall 1998 student credit hours. =

Kraemer Family Library:

The library has as its mission = to provide=20 information services, sources, and instructional support services = that are=20 essential to the teaching, research, and service mission of the=20 University. The library is open 86 hours a week and offers the = traditional=20 range of services as well as a Teaching Technology Center that = focuses on=20 the use of technology in the classroom. The library has a = collection of=20 over 930,000 items including print, non-print, and electronic = resources.=20 Materials for the Library are obtained primarily through purchase = with=20 state funds, gift funds, and gift-in-kind donations. The Library = is also a=20 selective Federal depository, a depository for Colorado State = documents,=20 and an affiliate data center for the United States Census=20 documents.

Summary of Current = Degree=20 Offerings

College or School Bachelor=EF=BF=BDs Master=EF=BF=BDs = Doctorate

Beth-El College of Nursing and = Health=20 Science

    • Allied Health BS =
    • Nursing BSN MSN =

College of Business

    • Business Administration BS = MBA=20

College of Engineering and Applied=20 Science

    • Applied Mathematics BS = MS=20
    • Computer Science BS MS = Ph.D.=20
    • Electrical Engineering BS MS = Ph.D.=20
    • Engineering ME=20
    • Mechanical Engineering BS = MS=20

School of Education

    • Curriculum and Instruction = MA=20
    • Guidance & Human Services = MA=20
    • Special Education MA =

College of Letters, Arts, and = Sciences=20

    • Anthropology BA=20
    • Basic Science MBS=20
    • Biology BA=20
    • Chemistry BA/BS=20
    • Communication BA MA=20
    • Distributed Studies BA=20
    • Economics BA=20
    • English BA=20
    • Fine Arts BA=20
    • Geography and Environmental = Studies=20 BA
    • History BA MA=20
    • Mathematics BA=20
    • Philosophy BA=20
    • Physics BS MS=20
    • Political Science BA=20
    • Psychology BA MA=20
    • Sociology BA MA =
    • Spanish BA =

Graduate School of Public = Affairs

    • Public Administration = MPA=20

 Other Academic=20 Programs:

Serving the community needs for = lifelong=20 learning and off-campus instruction, the nonprofit Division of = Continuing=20 Education offers credit, noncredit, relicensure/recertification, = and other=20 courses designed to supplement, expand, enrich, and complement = degree=20 programs offered by the University. Courses offered for = undergraduate,=20 graduate, recertification, or salary increment start year-round. = Noncredit=20 subject areas include writing classes, computer training, and=20 academic/graduate school tests preparation.

The Small Business Development = Corporation and=20 the Colorado Institute for Technology Transfer and Integration = collaborate=20 with Continuing Education to offer credits for some of their = programs.=20 Both of these are affiliated with CU-Colorado Springs and link = with the=20 greater community to provide education, training, and = services.=20

Academic support and co-curricular = activities=20 have increased dramatically with the growth of the campus. With = the=20 introduction of residence halls, the presence of students on = campus 24=20 hours a day changed the level and type of campus support needed. = Academic=20 support services, information technology, athletics, and the = Kraemer=20 Family Library have all seen increased demand.

The Student Success Center provides = a =EF=BF=BDone=20 stop=EF=BF=BD location on campus for meeting students=EF=BF=BD = needs. Services include=20 academic advising for undergraduate students, new-student = orientation,=20 academic workshops, career development, re-entry women=EF=BF=BDs = programs, health=20 insurance, off-campus housing, problem resolution, and student = life=20 information. Academic advising is now available on a 7 day per = week=20 24-hour per day basis through e-mail and web-based service. =

Making the power of technology = accessible to=20 student has been a high priority for CU-Colorado Springs. The = Computing=20 Services Department provides 13 computer-equipped labs with an = average of=20 25 computing stations per lab. Columbine Hall has seven = computerized=20 classrooms, an open lab with 50 stations, and easy access to = technology in=20 22 more classrooms. The College of Engineering and Applied Science = maintains exceptionally well equipped labs, including the = Electrical and=20 Computer Engineering Multimedia lab and the Computer Science and=20 Mathematics Hewlett-Packard Lab containing over 50 networked=20 workstations.

The intercollegiate athletic = program seeks to=20 carry out its primary mission of providing student-athletes the=20 opportunity to compete in a physically safe, academically sound, = and=20 athletically competitive environment. CU-Colorado Springs sponsors = 10=20 varsity sports which compete at the NCAA Division II level in the = Rocky=20 Mountain Athletic Conference. Varsity sports include both = men=EF=BF=BDs and=20 women=EF=BF=BDs teams in basketball, cross-country, and tennis. = Women compete in=20 fastpitch softball and volleyball, while the men compete in soccer = and=20 golf. Several intramural and club sports are also available for = those not=20 wishing to compete at the intercollegiate level.3. Academic = Planning and=20 Goals

  1. Academic Planning and = Goals=20

The 1990-1995 Academic Master Plan = contained an=20 ambitious plan for the growth and development of CU-Colorado = Springs. It=20 proposed the addition of residence facilities, the move from NAIA=20 athletics to NCAA Division II, and the addition of 6 coordinated = Ph.D.=20 programs, 14 Masters degrees, and two Bachelor=EF=BF=BDs degrees. = "Slightly more,=20 and substantially more qualified and better prepared = students=EF=BF=BD=EF=BF=BD were=20 anticipated. The Plan emphasized the necessity for changing the = students=EF=BF=BD=20 own perception from that of part-time commuters to members of a = university=20 community.

Many of these aspirations have been = realized,=20 but the number of degrees added since the formulation of that plan = has=20 been much more modest than anticipated. Of the 6 new = Ph.D.=EF=BF=BDs proposed in=20 that plan, only one, a stand-alone degree in computer science, has = been=20 added. The existing coordinated Ph.D. in Electrical Engineering = was=20 granted stand-alone status in December of 1998. Two of the Masters = degrees, in psychology and communication, were adopted. While = there have=20 been a few other degree programs instituted which were not = anticipated in=20 the last Academic Master Plan such the degrees resulting from the = merger=20 with Beth-El, the expansion of new degree programs has clearly = been=20 modest.

Few new facilities have been added = to support=20 these new academic programs. Columbine Hall was opened in 1997 and = provides offices for the School of Education, some departments in = Letters,=20 Arts, and Sciences, and technologically advanced classrooms. This = facility=20 has been instrumental in making CU-Colorado Springs a leader in = the use of=20 instructional technology. The Housing Village, consisting of eight = buildings, was completed in two phases. The first phase opened in = 1996,=20 marking the transition of CU-Colorado Springs from a commuter = campus to a=20 residential institution. The second phase opened in 1997. The = Housing=20 Village also provides some classroom space and meeting rooms. The = Beth-El=20 College of Nursing and Health Science is temporarily located = within the=20 Housing Village. Two nonacademic facilities were constructed in = the past=20 ten years, the Campus Services Building and the Family Development = Center.=20 The Family Development Center has been funded through a student=20 fee.

The 1997 University Plan provides = an assessment=20 of the campus at the end of the last academic planning period. The = strengths of the campus as reported then can be summarized as=20 follows:

    • Teaching: We come close to meeting the ideal standard for = higher=20 education: small classes with excellent teachers whose = research and=20 creative works keep them at the forefront of their = fields.
    • Breadth: We have a broad set of programs.
    • Appropriate = Size: We are small enough to offer a = friendly, personal=20 environment for students, faculty and staff, but large enough = to offer=20 the range of programs that our local constituents = require.
    • Efficiency: We have built a strong institution on very limited=20 funds.
    • Location: We reside in a community with a strong identity = whose leaders=20 realize that the local economy depends on highly educated = citizens.=20 They understand the necessity of having a strong, local = university.=20 Our location also provides a quality of life and a natural = setting=20 that affords our campus advantages in recruiting faculty, = staff and=20 students.
    • Growth:=20 We anticipate rising enrollments.

Challenges were also noted: =

    • Funding: Our low funding has forced us to be efficient, but = continued=20 low levels of funding could lead to a decline in program=20 quality.
    • Infrastructure: A history of limited funding has restricted our = investment in=20 facilities, technology, communications (external and = internal),=20 student information, student support, and research = support.=20
    • Contact with our = Community: The two aforementioned concerns, as = well as our=20 history of starting as an extension program, has made us less=20 connected with our community than we might be. =
    • Growth:=20 Limitations on the state and university system budgets inhibit = the=20 allocation of more funds to this campus to fund our = anticipated=20 growth.

This analysis, as well as the goals = and=20 programs set forth in the University Plan, provided the groundwork = for the=20 development of the campus Total Learning Environment Goals. A = broadly=20 based TLE Implementation Team was appointed to facilitate the=20 identification of the campus TLE Goals. This team of 23 members, = including=20 students, faculty, staff, and administrators, identified seven = goals and=20 associated objectives through a thorough process of campus = community=20 input, evaluation, and feedback. These seven goals and the = associated=20 objectives provide the framework for the development of the = CU-Colorado=20 Springs campus over the period covered by this Academic Master=20 Plan.

Total Learning = Environment Goals=20 and Objectives

  • Grow responsibly in order to = meet the needs=20 of the students, the community, and the state.

    • Increase the number of = students to 10,000=20 by 2005 in order to realize economies of scale and the = enhancement of=20 student programs and activities.=20
    • Increase the proportion of out = of state=20 students to 25% of the student body by 2005.=20
    • Increase the international = student body to=20 10% by 2005.=20
    • Increase the percentage of=20 underrepresented students on campus.=20
    • Increase faculty, staff, = facilities and=20 operating budgets strategically to accommodate changing=20 demands.=20
    • Expand distance = education.=20
  • Provide a comprehensive, = personalized,=20 educational experience that prepares students to excel = personally,=20 professionally and as citizens.
    • Develop new professional and = graduate=20 programs to meet the needs of the community and region. =
    • Develop an academic master = plan following=20 CCHE guidelines by 2000.=20
    • Identify and increase support = for existing=20 underfunded programs.=20
    • Identify and support core = programs of=20 excellence that provide leadership in the discipline by = promoting=20 research and best practice.=20
    • Develop a core curriculum, in = conjunction=20 with the master plan, by 2001 that prepares graduates to = think, read,=20 write and speak critically, analytically and creatively, and = to=20 appreciate their responsibilities as citizens.=20
    • Develop a program of life-long = learning.=20
    • Provide an environment that = promotes=20 student learning and is conducive to the success of each=20 student.
  • Enhance research, scholarship = and creative=20 works on the campus and in the community.
    • Strengthen the research, = scholarly, and=20 creative works culture on campus.=20
    • Position the campus to compete = successfully for funding from sponsored program agencies and=20 organizations; achieve $10,000,000 in sponsored program = activity by=20 2005.
  • Use and enhance technology to = improve=20 teaching, learning, research and management. =
    • Provide physical = infrastructure to support=20 academic and administrative information technology = needs.=20
    • Enhance the information = technology=20 management and human resources to better support the campus=20 mission.=20
    • Effectively integrate = technology into the=20 curriculum to improve teaching and learning, on and off = campus.=20
  • Expand and strengthen community=20 partnerships.
    • Identify areas of mutual = interest and=20 concern to the university and the community and build = partnerships in=20 these areas.=20
    • Enhance and support current=20 partnerships.=20
    • Improve external = communications.=20
    • Increase financial support as = a result of=20 fostering partnerships.
  • Model the values of diversity in = the campus=20 climate and educational programs.
    • Educate all students to = succeed in a=20 pluralistic society.=20
    • Ensure that students, faculty = and staff=20 experience a safe and inclusive environment.=20
    • Improve recruitment and = retention of=20 underrepresented students, faculty and staff.=20
    • Expand involvement of faculty, = staff,=20 students and administrators in campus and community groups = that=20 emphasize development of diversity and = multiculturalism.=20
  • Enhance the University=EF=BF=BDs = human, physical,=20 and fiscal infrastructure.
    • Increase support and = development=20 opportunities for faculty and staff.=20
    • Develop the capacity of the = campus=EF=BF=BD=20 physical facilities to support current and future programmatic = needs.=20
    • Re-structure the campus = management=20 systems.=20
    • Create an effective internal=20 communications infrastructure.=20
    • Increase and strengthen = sources of funds,=20 as well as evaluate and improve uses of funds.=20
    • Strategically increase = faculty, staff and=20 operating budgets to support campus growth, and to reflect=20 organizational needs of a growing campus.

  1. Planning = Assumptions

The major planning assumption = driving the=20 Academic Master Plan involves the growing demand for higher = education both=20 in the State of Colorado and the Pikes Peak region. CU-Colorado = Springs is=20 located in El Paso County which is projected by the State = Demographer's=20 Office to become the most populous county in Colorado during the = summer of=20 1999. Colorado Springs alone grew by 77,000 residents between 1991 = and=20 1997. CCHE predicts that the number of annual high school = graduates in El=20 Paso County will grow from 4,347 in 1997 to 5,278 by 2004, an = increase of=20 21.4%. Similarly, the impact of growth in statewide high school = graduates=20 is reflected in the anticipated 18% growth in full-time enrollment = in=20 Colorado=EF=BF=BDs publicly supported higher education system = between FY 1998-1999=20 and FY 2003-2004.

CU-Colorado Springs has already = experienced=20 growth at a rate unsurpassed among Colorado=EF=BF=BDs public = research and=20 four-year institutions. Student credit hour production increased = by 18.6%=20 from fall of 1995 to fall of 1998, with almost one-third of that = growth=20 attributable to the merger with the Beth-El College of Nursing and = Health=20 Science. While the number of students transferring into the CU = system=20 dropped by 7.7% between FY 1994-95 and FY 1997-98, CU-Colorado = Springs was=20 the only system campus registering an increase in transfer = students during=20 that period. This total growth in enrollment has been spurred by = the=20 growth in the Pikes Peak region, the addition of residential = housing on=20 campus, an increase in transfer students, additional enrollments = by=20 nonresident students, and increased recognition of the excellent = academic=20 program offered.

Because of the factors which have = led to=20 increased growth in the past, projected increases in Colorado high = school=20 graduates, and the limited ability of other CU campuses to = increase=20 residential enrollments, CU-Colorado Springs expects to continue = the=20 pattern of high growth over the next five years. According to the = 1998 CU=20 Enrollment Management Report, if growth predictions hold, = CU-Colorado=20 Springs will enroll 77% of the 600 more first time students = expected in=20 the CU system in the fall of 2003. At the same time, this campus = should=20 have the largest percentage increase of graduate and professional = students=20 over the period of fall 1997 to fall 2003. A total headcount of = between=20 9,000 and 10,000 is expected in the fall of 2004, up significantly = from=20 5801 in the fall of 1994.

The demographics of the student = body have=20 changed dramatically since the last academic master plan was = developed.=20 With the addition of residential housing and the associated = increase in=20 traditional age students, the percentage of students 18 to 20 = years old=20 has increased significantly. In the fall of 1993, only 16% of the = student=20 body were between 18 and 20, while that age group accounted for = 26% of the=20 student population in the fall of 1998. The tradeoff has occurred = in the=20 decline of students in the 30 through 49 age group, with the = percentage of=20 students in that segment declining from almost 38% in 1993 to 29% = in the=20 fall of 1998. This shift in age has significant implications for = the=20 academic support needs on campus.

Employment in Colorado Springs = experienced a=20 29% increase between 1993 and 1998. The CU-Colorado Springs has = been=20 striving to meet the needs of area employers during the past few = years,=20 addressing significant resource challenges as it does so. Approval = and=20 implementation of programs and facilities to meet employer needs = has been=20 proceeding more rapidly than at any time in recent history. Even = with the=20 recent progress, the full needs of local employers can not be met = due to=20 resource constraints. Demand for increased local support in terms = of=20 research, workforce, and facilities is expected to increase in the = coming=20 five years.

Five target industry clusters have = been=20 identified by the Colorado Springs Economic Development = Corporation for=20 sustained economic growth in the region: information technology, = complex=20 electronics manufacturing, sports, visitors, and national = non-profits. In=20 every focus group, interview, survey, and individual contact with = the=20 executives of organizations responsible for maintaining the = national and=20 international competitiveness of the employers that comprise the = current=20 and anticipated economic base of the area, one unambiguous fact = emerges.=20 The local availability of high quality higher education programs,=20 including selected research programs, is absolutely essential to = the=20 viability of their operations in the Colorado Springs area. For = many that=20 also addresses their viability in the state as a whole.

Although additional resources have = been=20 allocated based on student headcount, the reality of a growing = campus has=20 created financial difficulty. With the addition of Columbine Hall = and the=20 housing complex, additional funds have been reallocated to = maintenance and=20 operation. The increased headcount has put additional strains on = the=20 financial aid budget, with CU-Colorado Springs last among Colorado = 4-year=20 institutions in discretionary financial aid. Operating budgets for = each of=20 the academic units have not kept up with the campus growth. The = prospect=20 for a significant increase in base funding is not bright, so = growth must=20 be accomplished on a funding base that is currently problematic. = This is=20 not a new problem, as noted in the University Plan, but it does = place=20 severe limitations on the ability of the campus to develop and = implement=20 new academic programs.

Resources are expected to be = limited, so each=20 current or proposed academic program will be measured against the = mission=20 statement and TLE Goals for adoption or continuation. In the case = of=20 existing degrees, the System and CCHE program discontinuance = processes=20 provide the framework for the evaluation of those degrees. = Programs will=20 be evaluated primarily using the following criteria:

    • Centrality to the Campus = Mission=20
    • Quality of the Program=20
    • Number of Student = Affected=20
    • Cost Effectiveness =

Resource limitations may well = require some=20 modification of current academic offerings over the next five = years.=20 CU-Colorado Springs has eliminated one degree program over the = past few=20 years, and has effectively consolidated programs, offered degrees = through=20 distance learning, and utilized continuing education to offer = programs not=20 cost effective on campus. All of these tools will be engaged to = ensure=20 that programs are effective, efficient, and relevant to the = current=20 student needs.

For those resources that are = available, this=20 campus is committed to employing the Integrated Resource = Management=20 Strategy (IRMS) to ensure that all possible resources are used in = the most=20 efficient manner to enhance the academic program. Tuition = revenues, state=20 funding, student fees, endowment funds, grant support, and = indirect cost=20 recovery funds will all be considered when developing budgets for=20 CU-Colorado Springs.

Summarizing the planning = assumptions for the=20 next five years, we have:

    • Student demand for higher = education in the=20 State of Colorado will increase significantly. =
    • Student demand for higher = education in the=20 Pikes Peak region will grow even faster than state = demand.=20
    • CU-Colorado Springs will be = the growth=20 campus for the CU system.
    • New academic programs will be = designed to=20 meet both growth and the economic and workforce demands of the = Pikes=20 Peak region.=20
    • New academic support programs = will be=20 needed to provide the academic infrastructure for a student = body=20 becoming more traditional in makeup.=20
    • Resources for new programs = will be=20 severely limited.=20
    • IRMS budgets will be = developed.=20
  1. Proposed Programs =

The development of the academic = program over=20 the next five years will clearly reflect the mission of = CU-Colorado=20 Springs and the TLE Goals which were identified to enhance the = fulfillment=20 of that mission. The primary categories of program development = were=20 identified in the introduction and are represented as=20 follows:
    • Growth=20
    • Core Curriculum=20
    • Building Integrated Programs = on Current=20 Strengths=20
    • Local Economic Needs=20
    • Co-curricular Academic = Enhancement=20
    • Diversity =

Given the dynamic nature of the = faculty and=20 staff at CU-Colorado Springs, it is not surprising that a request = for=20 input regarding potential new academic programs for the next five = years=20 resulted in many more proposals than can be supported with the = anticipated=20 resources. The following sections will identify those program = enhancements=20 that meet the TLE Goals and are deemed central to the development = of the=20 academic program.

Growth

Letters, Arts, and Sciences = accounts for over=20 60% of the credit hours taught on campus, with an increase of=20 approximately 12% in student credit hours over the past three = years. Of=20 the 24 departments or majors experiencing growth of greater than = 25% in=20 student credit hours since the fall of 1995, 14 are in LAS. Areas = where=20 new faculty resources are needed and enrollments are expected to = rise=20 include biology, chemistry, psychology, visual and performing = arts,=20 anthropology, English, and women=EF=BF=BDs studies. Programmatic = plans are=20 currently underway for the development of a BS and MS in biology. = These=20 areas do not represent new initiatives as much as a natural = progression of=20 the development of existing programs, capitalizing on the = strengths LAS=20 already possesses.

A new arts complex is sorely needed = to=20 accommodate past and projected enrollment increases. Areas of = particularly=20 strong growth include art history, studio art and theater. Steady = growth=20 also appears in music and film. A new complex would house the = Gallery of=20 Contemporary Arts, moved from the current science building, a = versatile=20 black box theater, studio and curation space, classrooms, and a = lecture=20 hall. Private sources should provide the bulk of the funding for = this=20 facility.

The College of Letters, Arts and = Sciences is=20 committed to pursuing a new science building, perhaps with = research and=20 laboratory areas to be shared with or contiguous to the Beth-El = College of=20 Nursing and Health Sciences. The removal of the current science = building=20 from plans for renovation as a science facility and the = development of a=20 plan for a new science building reflects both the economic reality = of the=20 cost of renovating a facility for science use and the = College=EF=BF=BDs desire to=20 offer a quality undergraduate and graduate science program to a = growing=20 student body.

The Beth-El College of Nursing and = Health=20 Sciences joined CU-Colorado Springs on July 1, 1997. This program = brought=20 with it not only students in its nursing and health curriculum, = but also=20 students who had previously completed the general education = portion of=20 their requirements at Pikes Peak Community College. Thus Beth-El = has=20 contributed greatly to the overall growth of CU-Colorado Springs. = The=20 current strategic plan for Beth-El has as a goal the growth in = student=20 enrollment from an enrollment of 396 in the fall of 1998 to 750 = students=20 in the fall of 2004. The largest growth is expected in the Health = Care=20 Services degree, with some additions in the RN to BSN program and = the MSN=20 program. National trends indicate that health care professions = will be one=20 of the major growth areas in the next decade. Beth-El is = strategically=20 positioned to respond to the market with flexibility and = creativity while=20 maintaining excellence.

Facilities and academic support = will be a major=20 issue for Beth-El over the next five-year period. Currently, = Beth-El is=20 housed in Vail Hall, one of the new facilities designed as a = residence=20 hall. This arrangement has always been seen as a temporary = arrangement, so=20 the design and construction of a new facility is a major goal for = the=20 College. Library facilities are also a concern. Currently, = students use=20 the medical library at Memorial Hospital through a contract = arrangement. A=20 campus library resource will provide a critical resource for a=20 comprehensive educational experience.

Undergraduate enrollments in the = College of=20 Business have increased by 22.7% over the past three years, the = highest=20 rate of any college or school. Three programs, Business = Administration,=20 Information Systems, and Quantitative Methods all saw student = credit hour=20 increases exceeding 50% over that period. The College expects at = least the=20 same level of overall growth over the next five years. New = programs will=20 be limited, but the addition of faculty at competitive salaries = over this=20 period will be a priority.

Graduate student credit hours in = the School of=20 Education have grown by 14.9% over the past three years, exceeding = the=20 11.5% growth rate for the entire campus. Most of this has occurred = in=20 Counseling and the Alternative Licensure Program. Base funding for = these=20 programs is a priority. Most of the growth in the academic program = will=20 come in the area of off campus delivery and Continuing Education = as=20 described in the section on local economic needs.

The Graduate School of Public = Affairs expects=20 growth in the Criminal Justice Program. By the fall of 1999, = enrollment is=20 expected to be about 20 students, up from the 7 full time and 4 = part time=20 students enrolled in the fall of 1998. Future growth should = materialize in=20 this field with the increase in the number of criminal justice=20 professionals employed in the southern Colorado region. =

The Graduate School of Public = Affairs intends=20 to develop dual programs which will allow undergraduates to begin = work on=20 master=EF=BF=BDs degrees while enrolled in bachelor=EF=BF=BDs = programs. These programs=20 will allow undergraduates to take up to 12 hours of credit at the = graduate=20 level. These dual programs already exist on the Denver campus and = can=20 easily be extended to CU-Colorado Springs.

The overall growth in the College = of=20 Engineering and Applied Science over the past three years has = exceeded=20 general campus growth. While growth in graduate student credit = hours has=20 been modest, the increase in undergraduate enrollment has exceeded = 22%=20 during that period. In a 1997 strategic planning document, the = College has=20 set a target of 10% growth in student full time equivalent = enrollment for=20 each of the subsequent five years. The growth projections for the = academic=20 and research programs in the College point to the need for = additional=20 space in the next three years. An addition to the current = Engineering and=20 Applied Science Building has been approved and forwarded to the = Capital=20 Development Committee. Additional space may be leased in a nearby = office=20 park until the construction of space on campus to meet community=20 development needs in engineering.

Sponsored research will need to = grow at a=20 significant rate over the next five years in order to keep faculty = current=20 in their field, support the new faculty needed to teach classes = and to=20 provide for the infrastructure required for the academic programs. = Sponsored research amounted to about $2,370,000 in FY 97-98, = generating=20 approximately $204,000 in indirect cost recovery. The campus TLE = Goals=20 identifies a goal of $10,000,000 in sponsored research by the year = 2005.=20 In order to meet that target, resources will have to be invested = to=20 provide for more coordination of effort and support for research = projects.=20 Holdings in the Kraemer Family Library must be enhanced to support = these=20 new research efforts.

With the renovation of the Kraemer = Family=20 Library and the construction of the new El Pomar Center, = information=20 services will dramatically increase. Assignable square feet for = library=20 services and collections grow by 53,000 square feet from a current = available space of 37,000 square feet to 90,000 square feet. An=20 =EF=BF=BDinformation commons=EF=BF=BD which merges four of the = campus=EF=BF=BD public computer=20 labs into an open area in the library reference area also includes = a new=20 multimedia development lab, and enclosed computer lab, and five = group=20 study rooms with computers. An additional 20,000 assignable square = feet=20 will be provided for Computing and Media Services, including a = television=20 studio.

The future direction of the El = Pomar Center=20 information services and collections depends entirely on the = campus=EF=BF=BD=20 development of instructional and research programs as well as its = student=20 growth. At the same time, the growth and vitality of the = instructional and=20 research programs rely on the support of the Kraemer Family = Library. The=20 next ten years will continue to see an increase in the use of = computers to=20 access information, the need for assistance and instruction in the = use of=20 informational resources, and a growing dependence on resource = sharing=20 agreements and activities within the University of Colorado = System, the=20 State of Colorado, and the nation.

CU-Colorado Springs has been a = leader in the=20 incorporation of technology into teaching and learning. The = success of the=20 technology in Columbine Hall has led not only to enhanced academic = performance, but also to additional demand for technologically = advanced=20 classrooms. Other classrooms have been identified as candidates = for=20 technological renovation. Given the immense use of technology and = the=20 demand for more, a task force has been formed by the Vice = Chancellor for=20 Academic Affairs to recommend a new structure for the = administration of=20 technology on campus. The position of chief information officer = will=20 likely be created in an effort to ensure efficient allocation of=20 technological resources and effective use of technology. =

Distance education will play an = increasing role=20 in the delivery of educational programs. The Colleges of Business = and=20 Engineering and Applied Science have delivered innovative = educational=20 programs through distance learning and expect to explore new = programs for=20 similar delivery. Demand for on-site programs for businesses and=20 educational programs delivered to rural areas continues to grow, = and=20 CU-Colorado Springs must be ready to meet that need.

The growth in the student body will = necessitate=20 the expansion of all traditional student services and support. = Admissions=20 and Records, Financial Aid, Academic Advising, Project Excel, and=20 Counseling will all require additional resources. Peer counseling = programs=20 will be added and expanded. Early warning systems will be = developed and=20 refined to provide additional means to ensure student success and=20 retention. Given the limited resources and physical space = available,=20 web-based services will provide a crucial component of this = overall=20 expansion. The Student Success group has already made efficient = use of=20 technology to meet the current demand for academic advising, = registration,=20 and providing information on other programs, but further efforts = will be=20 needed.

Growth in both the current and = prospective=20 student populations will require additional nontraditional support = mechanisms. A program to meet the unique needs of first generation = college=20 students is under consideration. Additional efforts will be put = into the=20 pre-collegiate outreach program. Increasing numbers of high school = students taking classes on campus under the Post Secondary Option = may=20 require additional support. As the campus becomes more traditional = in=20 nature, the nontraditional student who recently formed the nucleus = of the=20 student body will require more support and encouragement, not = less.=20 Faculty voice concerns that the problems with parking and class = scheduling=20 are making it more difficult for working students to attend=20 classes.

Core Curriculum

The development of a core = curriculum was=20 identified as one strategy to achieve the TLE Goal of providing a=20 comprehensive, personalized, educational experience that prepares = students=20 to excel personally, professionally and as citizens. The Core = Curriculum=20 Committee was constituted by the Vice Chancellor for = Academic=20 Affairs in close collaboration with the Faculty Assembly early in = the=20 academic year 1998-99. In September of 1998 the Chancellor gave = the=20 committee its charge and asked that a proposal be submitted to the = faculty=20 in September of 1999. It is expected that the preliminary work for = the=20 Core Curriculum will be completed during academic year 2000-2001 = with=20 implementation in the fall of 2001.

Thus far the committee has = tentative settled on=20 a broad goal with three specific goals identified to fulfill that=20 vision.

 Overarching = Goal:

To graduate students who will = exhibit=20 significant intellectual, ethical, and person=20 development.

The three specific goals = are:

    • Students should be able to = read,=20 write, think, and speak critically, analytically, and=20 creatively.=20
    • Students should understand = the=20 assumptions that underlie knowledge and the methodologies = to=20 obtain that knowledge.=20
    • Students should appreciate = their=20 responsibilities as citizens in a pluralistic, global=20 society.

Unlike current general education = requirements=20 that are only college or program specific, the new core curriculum = is=20 expected to be required of all students receiving an undergraduate = degree.=20 These common experiences are intended to meet the goals stated = above and=20 give each student a frame of reference unique to CU-Colorado = Springs. At=20 this point it is not possible to predict what new resources might = be=20 required to implement the new core curriculum. The needs of the = core=20 curriculum may be a factor in the future allocation of faculty=20 positions.

Building Integrated Programs on = Current=20 Strengths

CU-Colorado Springs already = displays a=20 substantial integration and coordination of programs. The School = of=20 Education requires a BA from another discipline for teacher = certification,=20 and works with the College of Letters, Arts and Sciences on an = coordinated=20 degree in special education. LAS has developed integrated minors = in film=20 studies, religious studies, women=EF=BF=BDs studies, and ethnic = minority studies.=20 Cooperative programs exist between the Beth-El College of Nursing = and the=20 College of Business while physics in LAS and energy science in EAS = share=20 research and facilities.

The College of Business and the = Beth-El College=20 of Nursing and Health Sciences are investigating the possibility = of a BS=20 in Health Care Management as well as other joint majors and = minors. The=20 College of Business currently has a joint Master of Engineering = program=20 with the College of Engineering and Applied Sciences, so this = initiative=20 on health care management would clearly build upon demonstrated = strengths.=20 Beth-El is also considering options within the Health Care = Services BS in=20 the areas of Radiation Technology (to be offered in conjunction = with=20 Memorial Hospital), Radiation Therapy, and Nutrition (to be = offered in=20 conjunction with the Biology Department). The Sports Health and = Wellness=20 Promotion option within the Health Care Services degree will be = expanded,=20 in collaboration with the Biology Department.

Currently a track in the Curriculum = and=20 Instruction MA degree, Educational Leadership receives substantial = enrollments and increasing demand for a separate degree program. = The=20 School of Education intends to submit a proposal to create an MA = in=20 Educational Leadership, a degree which would require few new = resources but=20 would meet the needs of the growing educational community in = southern=20 Colorado.

The Graduate School of Public = Affairs is, by=20 nature, interdisciplinary, with faculty from widely varying = disciplines.=20 Programs in the School are coordinated to create a flow of faculty = members=20 between the Denver and Colorado Springs campuses, allowing = students to=20 experience courses with various faculty, providing greater = opportunity for=20 students. Work on interdisciplinary programs with other schools = continues,=20 including cooperative tracks in areas such as business, natural = resources,=20 communication, and criminal justice.

Capitalizing on current programs in = LAS,=20 Business, and possibly Engineering and Applied Sciences, = discussions are=20 underway to explore the feasibility of a program in electronic=20 communication. With the inclusion of new communications facilities = in the=20 El Pomar Center, this program could provide leadership in the = development=20 of new strategies for using electronic media in various areas of=20 communications.

The Director of Athletics is = facilitating=20 discussion among the Colleges of LAS, Business, and Nursing along = with the=20 Schools of Public Affairs and Education to initiate a Sports = Studies=20 Minor. Within the next five years, this could lead to degree = programs in=20 that area. Concurrently, the interested Colleges and Schools will = look at=20 developing continuing education courses for the certification of=20 professional development for those working in a sports = environment.=20

Local Economic = Needs

Each College and School of = CU-Colorado Springs=20 has directly supported the local economy and plans to enhance = those=20 efforts. In the College of Letters, Arts, and Sciences, the = psychology=20 department has recently opened a Center on Aging, which includes a = local=20 clinic to support the need for mental health services for the = region=EF=BF=BDs=20 aging population. One estimate projects a need in Colorado for 100 = psychologists specializing in aging, while there are currently = fewer than=20 200 psychologists in the nation with specialty training in working = with=20 older adults. Thus the proposed Ph.D. in geropsychology uniquely = meets the=20 projected needs in the region and the state.

The College of Engineering and = Applied Sciences=20 will move aggressively to support the needs of the regional = information=20 technology and complex electronics manufacturing industries which = are=20 expected to provide the backbone for much of the local economic = growth. A=20 recent MESA Research Group Study sponsored by US West states that = there=20 were 7000 unfilled high tech jobs in Colorado at the end of 1998, = with a=20 projection that there will be 30,000 such vacant positions in 10 = years.=20 One local information technology corporation projects the need to = hire in=20 excess of 150 engineers in the coming year. At the same time, = programs=20 that provide educational resources for the large presence of the = US=20 military involved in electronic and aerospace systems will also = play an=20 important part in the development of future engineering programs. = Computer=20 engineering, software engineering, space operations, and = information=20 operations all have local demand that is expected to increase. The = computer engineering program has been in development, with Concept = Papers=20 already considered. Overall, Engineering and Applied Science will = continue=20 to provide significant workforce development and knowledge = transfer for=20 the local high tech community.

The Beth-El College of Nursing and = Health=20 Sciences continues to seek innovative ways to deliver educational = services=20 to rural areas of Colorado. In particular, funds are being sought = to=20 convert the program that allows RN=EF=BF=BDs to complete a BSN to = a distance=20 format, more effectively meeting community needs and extending the = program=20 into rural regions that are underserved in terms of education and = health=20 care. This program should attract more non-traditional students. = The=20 community has requested programs in Dental Hygiene (offered in = conjunction=20 with Pikes Peak Community College), Laboratory Technology, and = Physical=20 Therapy, but the costs of these programs may be = prohibitive.

Non-traditional students also play = a large part=20 in the plans of the School of Education to meet the needs of the = local=20 K-12 educational sector, human services, and corporate training. = Many of=20 the anticipated new courses will be offered off campus, either = with=20 traditional or telemediated instruction methodologies. Continuing=20 education courses will be expanded to meet the needs of local=20 constituencies for a =EF=BF=BDjust in time=EF=BF=BD schedule of = delivery.

The College of Business supports = the community=20 in a variety of ways. For the past two years the College has = presented The=20 Southern Colorado Economic Forum, an analysis of leading economic=20 indicator for the Pikes Peak region. Responding to community = interest, an=20 investigation into the demand for a Master of Science in = Information=20 Systems is currently underway. Program development should take at = least=20 two years, but this program will support the growing segment of = the local=20 economy that relies on information management.

The Master of Criminal Justice = degree is a=20 clear and recent response by GSPA to the needs that have emanated = from the=20 growth in local populations and systems. The completion of new = corrections=20 facilities and the growth in police agencies throughout southern = Colorado=20 demonstrate the changing and complex environment in which criminal = justice=20 agencies now operate throughout the region. Some of these regions = may be=20 served by telemediated courses in the future. The Master of = Criminal=20 Justice program complements and builds upon the existing programs = offered=20 by the Graduate School of Public Affair at CU-Colorado Springs. = Give the=20 current criminal justice offerings in Colorado Springs, awarding a = Master=20 of Criminal Justice degree at CU-Colorado Springs in coordination = with=20 CU-Denver would represent more of a recognition of the health of = the=20 degree program rather than the initiation of a new degree. =

Colorado Springs is the home of the = US Olympic=20 Training Center as well as many national amateur sports governing = boards.=20 The demand for professional training in sports management and = training is=20 expected to increase. In response to that growing market segment, = the=20 current program in sports studies is expected to be developed into = a full=20 degree program within the next five years. This program should = include a=20 variety of colleges and departments, providing an = interdisciplinary=20 program building on a variety of strengths at CU-Colorado = Springs.=20

Co-curricular Academic=20 Enhancement

The demographics of the campus have = changed=20 considerably since the last academic master plan was adopted. One = of the=20 most significant changes has been in the area of the student = profile. With=20 the addition of residence halls, the age of the typical student = has=20 dropped significantly, and more students come to campus and stay = all day=20 rather than dropping in for a single class. Because of this, a = significant=20 expansion of student activities is necessary. The Vice Chancellor = for=20 Student Success will develop a master plan for student activities = in the=20 near future. Current projects include the creation of=20 entertainment/recreation packages, service learning opportunities, = and=20 expanded mentoring programs. Retention and intervention activities = will=20 focus on close linkages among classroom experiences, support = services, and=20 student life. Retention of freshman from the fall of their first = year to=20 the fall of the subsequent year has increased from 60% in 1995 to = 62.4% in=20 1997. Significantly, the retention rate for ethnic minorities in = 1997 was=20 67%, higher than the general retention rate. All of these efforts = will be=20 tremendously aided by the renovation and expansion of the = University=20 Center, due to be completed within the next three years. =

Project Excel Centers in science, = math, oral=20 communications, writing, and language currently receive in excess = of=20 65,000 visits per year. Center users have a higher GPA and better=20 retention rate than nonusers and the Excel Centers have been cited = by the=20 American Association of State Colleges & Universities as a = best=20 practice. Support for these centers is being sought through CU TLE = grants=20 in order to build on the current success.

The Assistant Vice Chancellor for = Academic and=20 Multicultural Affairs and the Director of Ethnic Minority Studies = Program=20 will work with other campus offices to ensure that there are = regularly=20 scheduled campus-sponsored events which reflect an appreciation = for=20 diversity. These programs are expected to support and complement = the=20 diversity initiatives in the academic program.

The arts also provide opportunities = for=20 students to bring academic interests and experience into = performance=20 arenas. THEATERWORKS and the academic theatre program provide = numerous=20 opportunities for students to link academic study with public = performance.=20 Film studies has the potential to create another area of student = and=20 community interaction. The expansion of the Visual and Performing = Arts=20 department would enhance these co-curricular activities as well as = strengthen the academic program.

Engineering and Applied Sciences = has created=20 numerous opportunities for students to become active in = professional=20 engineering societies. The student chapters of the Society for = Women=20 Engineers and the Institute of Electrical and Electronics = Engineers have=20 been very active in the community. Recently, chapters of the = American=20 Indian Science and Engineering Society, the American Society of = Mechanical=20 Engineers, the Society of Hispanic Professional Engineers, and the = National Society of Black Engineers have been initiated. These=20 opportunities should increase as the number of students in = engineering=20 grows.

The athletics department is moving = to=20 strengthen the ties between the academic program and the athletic=20 experience of the student athlete. With the development of a new = program,=20 "The Exemplary Student Athlete," student athletes will be = encouraged to=20 focus on their education, pursue excellence in their sports, = display=20 leadership and good character on and off the field, extend = themselves to=20 community service projects and remain substance free. Each student = athlete=20 who chooses to participate will be assigned a mentor from the = community=20 who will work with the coach to design a program to facilitate = this=20 development and the student athlete=EF=BF=BDs entry into the job = market after=20 graduation.

The residential nature of the = campus and the=20 growth of the student body put increased pressure on an inadequate = athletics facility. A new Sportsplex facility is needed, one that = would=20 seat at least 5000 spectators for basketball and volleyball, house = indoor=20 tennis courts and a track, and provide conditioning facilities for = students, faculty and staff. Discussions have been initiated to=20 investigate the feasibility of a private partnership to build this = needed=20 facility.

Diversity

A recently developed campus = diversity plan=20 identifies short and long term diversity goals that complement the = objectives identified in the diversity goal of the TLE Goals. = Among those=20 goals is base funding for the Office of Academic and Multicultural = Affairs=20 along with the hiring of a permanent Assistant Vice Chancellor for = Academic and Multicultural Affairs. The occupant of this position = will=20 help guide recruitment and retention efforts for all campus=20 constituencies, participate in curricular and programmatic = initiatives,=20 and serve as a liaison between the campus and local minority = communities.=20 This position and office will play a key role in realizing = consistent=20 increases in the number and percentage of under-represented = minorities at=20 all levels.

Each college or school will = actively pursue its=20 own diversity plan over the next five years. LAS will continue to=20 integrate discussions of issues tied to diversity into a broad = range of=20 courses. GSPA=EF=BF=BDs curriculum is infused with issues of = diversity, and it=20 will enhance its strong performance in the area of student = diversity by=20 reaching out of international and minority students. The College = of=20 Engineering and Applied Sciences has a strong track record of = supporting=20 students of color, winning the 1998 CU Diversity Excellence Award. = Ethnic=20 minority enrollment in Engineering and Applied Science has = increased from=20 14% in 1993 to 18.7% in 1998. Support for these students in = increasing,=20 and the number of engineering graduates from under represented = groups can=20 be expected to increase from the current high level. The College = of=20 Business will continue support for their Minority Advisory Council = and=20 Director, which have been instrumental in increasing the minority=20 enrollments by 9.5% in the College over the past three years. = Business has=20 also moved to include diversity components into two of the courses = required for the BSBA. The School of Education has effectively = increased=20 the diversity of classroom teachers through it Alternative = Licensure=20 Program. This program allows working adults to become eligible for = provisional licensure and emphasizes a commitment to working with = at risk.=20 The Beth-El College of Nursing and Health Sciences has committed = itself to=20 attracting more underrepresented groups in both its faculty and = students,=20 including ethnic minorities and males. Beth-El will also include = diversity=20 content in curriculum to promote culturally sensitive health = care.=20

One or more = diversity/multiculturalism=20 requirements are expected to be part of the core curriculum. In = addition,=20 the Ethnic Minorities Studies Program will have a new director who = will=20 help make cultural and ethnic studies a prominent feature of the = campus.=20 In addition to the diversity TLE Goal, these efforts will support = the=20 other goals regarding growth and providing a personalized=20 education.

Summary of Expected = Degree=20 Proposals

College or School Bachelor=EF=BF=BDs Master=EF=BF=BDs = Doctorate

Beth-El College of Nursing and = Health=20 Science

    • Health Care Management BS = (with=20 Business)

College of Business

    • Information Systems MS* =

College of Engineering and Applied=20 Science

    • Computer Engineering BS = MS=20
    • Software Engineering BS = MS=20

School of Education

    • Educational Leadership = MA*=20

College of Letters, Arts, and = Sciences=20

    • Biology BS MS* =

Psychology (Geropsychology) = Ph.D.*

Sports Studies BS MS (Coordinated = with Beth-El,=20 Business, Education, and GSPA)

Graduate School of Public = Affairs

Criminal Justice MCJ

* Degrees proposed in the 1990-1995 = Academic=20 Master Plan

This Academic Master Plan will be = reviewed each=20 year over the next five year period to ensure that CU-Colorado = Springs=20 remains responsive to community needs and reflects changing = professional=20 standards. For example, the addition of the Beth-El College of = Nursing and=20 Health Science was not anticipated in the last academic master = plan, but=20 that merger strengthened CU-Colorado Springs=EF=BF=BD ability to = fulfill its=20 legislative mission. While additional degree programs may be = developed in=20 response to significant community need and student demand over the = coming=20 five years, additional resources from either state or external = sources=20 will most likely be required to develop those = degrees.

Summary

The 1999-2004 Academic Master Plan = for=20 CU-Colorado Springs represents a realistic response to the needs = of both=20 the State of Colorado and the Pikes Peak region over the next five = years.=20 Given the substantial growth in student demand which this campus=20 experienced over the past several years and the designation by the = CU=20 System as the growth campus of the future, the question is not = whether=20 this campus will serve more students, but how it will serve them. = At the=20 same time, the local economy continues to expand at a rapid rate,=20 increasing the demand for advanced degrees. The TLE goals adopted = by the=20 campus present the framework for thoughtful, considered growth to = meet=20 both challenges. Each of the thirteen degree programs expected to = be=20 proposed over the coming five years builds on the current = strengths of=20 existing departments, meets the needs of a growing student body, = and=20 supports local economic development. Academic infrastructure needs = must be=20 addressed, including the need for some additional facilities. The = campus=20 will make the most of the resources available, pursuing the = system-wide=20 Integrated Resource Management System approach to the identifying = and=20 allocating resources in the most effective manner. CU-Colorado = Springs has=20 been exceedingly efficient in providing academic services in the = past, but=20 the ability to provide additional services within the current = funding=20 structure is limited.

The CU-Colorado Springs community = is dedicated=20 to fulfilling the mission stated at the beginning of this report. = As=20 evidenced by the broad participation in the development of the = campus TLE=20 goals, the students, faculty, staff, and administrators believe = that this=20 campus is uniquely equipped to meet the challenge of providing "a = public=20 undergraduate education unexcelled in the State and selected = excellent=20 graduate programs." While the CU-Colorado Springs campus has been=20 committed to the concept of a Total Learning Environment from the = very=20 beginning, this Academic Master Plan commits the campus to = surpassing=20 current achievements in the service of Colorado and the Pikes Peak = region.

 

 

 

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