Overall Rating Gold - expired
Overall Score 71.70
Liaison Marianne Martin
Submission Date Sept. 22, 2014
Executive Letter Download

STARS v2.0

University of Colorado Boulder
EN-13: Community Stakeholder Engagement

Status Score Responsible Party
Complete 2.00 / 2.00 Dave Newport
Environmental Center
"---" indicates that no data was submitted for this field

Has the institution adopted a framework for community stakeholder engagement in governance, strategy and operations?:

A brief description of the policies and procedures that ensure community stakeholder engagement is applied systematically and regularly across the institution’s activities:

• CU-Boulder’s Strategic Plan: Flagship 2030 (http://www.colorado.edu/flagship2030/) contains multiple top-level commitments to community engagement.
• CU-Boulder has a number of campus-wide organizations with explicit focuses on community engagement. All of these groups have central functions of engaging with the external community. Three of these are:
o Office of Diversity, Equity and Community Engagement (ODECE) (http://www.colorado.edu/odece/): In addition to other functions, ODECE engages with external communities in order to foster inclusion and embrace diversity on campus.
o Office for University Outreach (http://outreach.colorado.edu/): This office encourages and facilitiates faculty, staff, and students collaborate with external groups in mutually beneficial partnerships that are grounded in scholarship and consistent with our role and mission as a comprehensive, public research university.
o Strategic Relations/External Relations (http://ucommunications.colorado.edu/): The external relations unit at CU-Boulder engages with a variety of external stakeholders – public officials, community groups, corporations, and non-profit organizations – to advocate, advance, and defend the interests of CU-Boulder in the public arena.
• CU-Boulder routinely works with the City of Boulder in a variety of planning functions. This includes providing input and information to the Boulder Valley Comprehensive Plan, and the Boulder Transportation Master Plan.
• CU also has a formal process of stakeholder engagement particular to sustainability issues via a MU with local schools and the county.

• Likewise, unlike most private colleges and universities, CU's Board of Regents governs in open meetings featuring multiple pathways for stakeholder engagement. As determined by the Regents: "It is the policy of the Board of Regents and the campus to engage any and all stakeholders through policies, procedures, and related outreach activities. The Board of Regents engage stakeholders in public forums, formal and informal, to discuss issues of the day. For instance, all formal agenda items are open for stakeholder input via the public comment policy."

-Other governance stakeholder engagement occurs through the CIty-CU Oversight Committee comprised of local elected officials, ranking CU officials, and local stakeholders to provide a focus on policies related to short and long-term solutions to matters that help maintain and improve neighborhood livability for students and permanent residents. This focus is intended to strengthen the partnership between the University of Colorado and the City of Boulder and support relationships with residents, neighborhoods, and businesses.

-A strategic approach to stakeholder engagement occurs with the AACT (Addressing Alcohol Concerns Together) Coalition. This is a coalition of stakeholders including City of Boulder, the University of Colorado Boulder, Boulder County Public Health, Boulder Valley School District, Boulder Convention and Visitors Bureau, the Responsible Hospitality Group, neighborhood representatives, parents, property managers and CU students. The purpose of the groups is address problems related to high-risk consumption of alcohol; and work as a collective coalition to create strategies to address these problems, both as they relate to each stakeholder group's area of influence/ responsibility, and as a collective community. In the case of alcohol-induced challenges in local neighborhoods, the neighbors themselves are considered vulnerable stakeholders.

-Operational, planning and capital improvements also avail of broad stakeholder engagement during the planning process. For instance, the City and CU routinely coordinate stakeholder input into the Transportation Improvement Planning process as follows: City staff requests project ideas from various city departments and partner agencies including CU. Initial project ideas are evaluated and developed as concepts, public input is sought, and revised ideas are presented to the Transportation Advisory Board (TAB) during a public hearing. The TAB analyzes the potential projects and approves a list of projects for further development. City staff develops conceptual designs and cost estimates for each of the proposed projects. The TAB hosts another public hearing and then recommends a set of projects to City Council for submission to the DRCOG. City staff presents the proposed projects and the TAB recommendation to City Council at a public hearing.

Many other stakeholder outreach and engagement efforts ate detailed at:

A brief description of how the institution identifies and engages community stakeholders, including any vulnerable or underrepresented groups:

Under-represented groups are engaged in ongoing CU discussions through a variety of outreach efforts. CU's SORCE efforts are external and internal in an effort to engage under-represented groups from metro K-12 schools in conversations about race, diversity, education, community betterment and attracting local represented students to CU. http://www.colorado.edu/SORCE/outreach.html

Other vulnerable and under-represented stakeholders include local youth from all backgrounds whose futures depend on articulating their needs and having them supported. To that end an NGO, Growing Up Boulder. is supported by CU in an effort to actively engage youth in a number of planning and design projects to increase youth voice. In 2013 GUB signed a Memorandum of Understanding between the City of Boulder, University of Colorado, and Boulder Valley School District that creates a framework for Growing Up Boulder’s continued collaboration in community engagement and enrichment.

• CU-Boulder’s Chancellor DiStefano meets with a variety of public officials on a regular basis to solicit feedback from the community.
o Quarterly Meetings with leaders from the Boulder Valley School District, the Boulder County Commissioners and the City of Boulder.
o Biannual meetings with Boulder City Council.
o Annual meeting with state legislators from the region surrounding Boulder.
o Annual outreach visit around the state to meet with community and business leaders, alumni, and prospective students.
• CU-Boulder’s Office of Outreach has multiple community engagement programs taking place around the State of Colorado at any given time. (http://outreach.colorado.edu/programs/outreach-map)

Operationally, other local vulnerable stakeholders are engaged and supported by Boulder Food Rescue, a collation of CU students and local residents that engage community businesses and institutions to donate surplus food to local homeless shelters and other needy families.

List of identified community stakeholders:

• Mike Boyers, Property Owner
• Mishawn Cook, City of Boulder
• Linda Cooke, Municipal Court
• Chris Cornelius, Downtown Management Commission (DMC)
• Charles Ferro, City of Boulder
• Karl Guiler, City of Boulder
• Mark Heinritz, Restaurant Owner
• Carlene Hoffmann, Boulder Police
• Nick Hoover, Colorado Restaurant Association
• Jen Korbelik, City of Boulder
• Sean Maher, Downtown Boulder Inc. (DBI)
• Marry Anne Mahoney, Boulder Convention and Visitors Bureau
• Donald Misch, University of Colorado (CU)
• Bill Marine, University Hill Community member
• Katie McGee, Boulder Public Health
• James Pribyl, University Hill Community Member
• Coby Royer, Martin Acres Neighborhood Association
• Glen Segrue, Boulder Valley School District (BVSD)
• Chris Schaufbauer, CU Student Government
• Bill Shrum, University Hill Commercial Area Management Commission (UHCAMC)
• Lisa Spalding, Neighborhood representative
• Iva Townsend, Responsible Hospitality Group (RHG)
• Kim Voorhees, University Hill Neighborhood Association (UHNA)
• Lexi Winer, CU Student Government
• Molly Winter, City of Boulder

Addressing Alcohol Concerns Together

Municipal Judge
Assistant VC for Health and Wellness

City representatives:
City Manager
Community Coordinator

CU representatives:
Vice Chancellor for Student Affairs
Associate Vice Chancellor for Undergraduate Education
Director of Parent Relations and Veterans Affairs
Assistant to the AVC for Health and Wellness

Boulder County Public Health
Addiction Recovery Center
Program Coordinator, Alcohol Diversion Program

Boulder County
Community Programs Manager

Director of Counseling Services and Student Engagement

Community Stakeholders
Director, Boulder Convention and Visitors Bureau
Parents – CU parents association and Longmont resident
Community leaders (neighborhoods, churches, community groups)
Neighborhood representatives
Rental housing representative
Parent Engagement Network
Responsible Hospitality Group

Student AACT
CUSG Representative
CUSG Director for Health and Wellness
IFC and Panhellenic External Relations Directors
RHA Representative

A brief description of successful community stakeholder engagement outcomes from the previous three years:
The website URL where information about the institution’s community stakeholder engagement framework and activities is available:

The information presented here is self-reported. While AASHE staff review portions of all STARS reports and institutions are welcome to seek additional forms of review, the data in STARS reports are not verified by AASHE. If you believe any of this information is erroneous or inconsistent with credit criteria, please review the process for inquiring about the information reported by an institution and complete the Data Inquiry Form.