Understanding CSM Campus Update: Earth, Energy, Environment Budget and Reorganization

CSM: Earth, Energy, Environment 2012 Annual Faculty Conference Campus Update Terry Parker, Provost August 20, 2012

Todays discussion will focus on: CSM: Earth, Energy, Environment Campus budget and context Reorganization What does it mean to be semi-private Capital Programs and Academic Space What Next

Long term projections indicate declining state support: will we become semi-private? CSM: Earth, Energy, Environment www.du.edu/economicfuture

CSM continues to carefully and successfully navigate a world of declining state funding CSM: Earth, Energy, Environment We closed FY12 in the black as we have the previous several years We have embarked on a significant hiring program Tuition is the dominant source of income (about 1/3 from grad. students) We are raising tuition to cover cost increases, there is significant downward pressure We are a tuition funded enterprise

Revenue and expense deployment are what you would expect for a student based enterprise CSM: Earth, Energy, Environment 100,000,000 Revenues are strongly tuition based, followed by state support and overhead 80,000,000 60,000,000 40,000,000 20,000,000 - 70,000,000 60,000,000 50,000,000 Expenses are dominantly used to support the academic enterprise 40,000,000 30,000,000 20,000,000 10,000,000 -

How have we navigated the strong decline in state support? CSM: Earth, Energy, Environment Increase in student numbers Strong shift in nonresident tuition collection So, what is the budget message?? Financially solid, but low support from all sources except tuition We are basically semi-private

One year ago, CSM was organized as 13 independent departments CSM: Earth, Energy, Environment 1400 Twelve Undergraduate degrees offered Legacy Departments ~24% undergrad enrollment Note PE ~12.5% undergrad enrollment 57 Graduate degrees offered 11.5% M.S. 7.3% Ph.D. In 2011: Strong asymmetries in department sizes Significant issues with resource balance Non-legacy departments continue to be dominant in terms of enrollment Research volume spread across a spectrum of Depts. 2008 Student Headcount 1200 Ph.D. M.S. B.S. 1000 800 Students 600 Econ. and Bus. 400 Engineering Geophysics Chem. Eng. Metallurgy Chemistry Petr. Eng. Env. Sci. Geology Physics Undec. 200 Mining MACS LAIS ML 0 A

What have we done so far: CECS is one year old now, we announced a second college three weeks ago CSM: Earth, Energy, Environment Provost Associate Provost Dean of Graduate Studies College MME CH GP MN PE AMS EECS CBE PH GE EB LAIS CEE ME Strategic Board 1331Students 497 Grad 834 Undergrad 82 Faculty Unnamed College 1307 Students 343 Grad 964 Undergrad 79 Faculty CECS 1997 Students 409 Grad 1588 Undergrad 70 Faculty Numbers represent declared majors from Fall 2010 Enrollment Report Faculty denotes T/TT and Teaching Professors

Three colleges provide better balance across the institution and enhanced capacity for reputation and funding CSM: Earth, Energy, Environment Formation of CECS Provided structure to support new degrees Provided better resource balance across all units Improved our competitive position Formation of the Green college Collected four departments with similar educational culture and strong focus on funded research Expect long term stronger programs and enhanced reputation

We hope to form the third college in the Fall of 2012 CSM: Earth, Energy, Environment Home for the Legacy, Earth departments, EB, and LAIS

Are there consequences of becoming a semi-private institution? CSM: Earth, Energy, Environment We become more dependent on tuition We become more committed to quality We become a higher touch institution (we must hire faculty) We have to understand our competitive position Graduation and retention rate become even more important Need graphic of graduation rate and/or retention rates

CSM: Earth, Energy, Environment Four-Year Graduation Rates Fall 2006 Entering Classes 100% 80% 60% 40% 20% 0%

CSM: Earth, Energy, Environment First to Second Year Retention Rates Fall 2009 Entering Class 100% 80% 60% 40% 20% 0%

CSM: Earth, Energy, Environment Six-Year Graduation Rates Fall 2004 Entering Class 100% 80% 60% 40% 20% 0%

CSM: Earth, Energy, Environment First to Second Year Retention Rate 100% 90% 90% 89% 88% 87% 85% 80% 84% 81% 70% 60% 50% 40% 30% 20% 10% 0% Fall 2004 Fall 2005 Fall 2006 Fall 2007 Fall 2008 Fall 2009 Fall 2010

CSM: Earth, Energy, Environment Four and Six-Year Graduation Rates Fall 2004 and Fall 2006 Entering Classes 100% 80% 4-yr Rate 60% 40% 6-yr Rate 20% 0%

As we add faculty to the system, we will experience significant space growing pains CSM: Earth, Energy, Environment Major Projects 2009 - 2012 In the spring of 2012, we started to develop two competing Academic space plans Strong issues are: fundraising for a new building, how to best use the Meyer Hall site Marquez Hall & Classroom Wing Brown Hall Maple Hall Weaver Hall W. Lloyd Wellness Center CSE Wind tunnel Pedestrian Plaza F Lot parking improvements REMRSEC laboratory Hill Hall Cleanroom $37.6M $32M $28M $10M $3.2M $1.2M $1M $1M $800K $750K

As we start the year, can we predict the next large effort for the institution? CSM: Earth, Energy, Environment Quick summary Financial position is solid We are tuition driven and dependent (i.e. semi-private) We are forming colleges We have a significant hiring plan underway We are defining the next academic building As a semi-private, we must pay attention to quality indicators Metrics are: graduation rates, retention rates, measures of student satisfaction This will likely will drive an effort that focuses on pedagogy and curriculum

Outline CSM: Earth, Energy, Environment Budget status for the institution Use old chart from faculty conference to motivate why we care, shows falling state funds Put up chart from Du study that shows this will not come back Put up fy12 bar chart of revenue and expense and show that it is all about the tuition, we are a tuition driven enterprise Put up chart of historical total tuition to show that loss of funding has been accommodated by change in res/non res mix So, what is the message: We are operating in the black We are paying attention to our capital infrastructure We are hiring State funding has fallen as a fraction of our expenses WE HAVE Grown and we have BECOME MORE SEMIPRIVATE (this is not theoretical, it is done) As we have grown and become more complex, we are in the midst of a significant reorganization Show slide of student demographic in 2008, illustrates campus imbalance Creation of CECS has allowed us to rebalance the organization, creation of degrees that was long overdue Creation of the green college, this is about stature and quality Creation of the blue college, this is about strengthening the traditional earth sciences Why do we need a dean (or even an administration) (use stuff from last spring) What does it mean to be Semi-Private You are more service oriented: this means that you have people to provide a higher-touch environment Given student body growth, this means hiring (show graphic of faculty by department) For FY 14, we will attempt to add 30 new T/TT faculty and __ TF New budget for this is 11 for T/TT and 4 TF from conversion of funds, others from budget openings Deployment principles: 1) threats to tuition flow, 2) creation/continuance of areas of program excellence Use a graphic or two that is normalized that shows productivity of a department With hiring we will become more space constrained Good news: capital infrastructure Bad news: we will lose some of the luxuries that we have had in the recent past in terms of space behavior Put up ongoing conversation of betta vs. gamma, note that we have significant work to do, that we will have to fund raise for the building There will be significant effort at identifying one-year actions that support a five and ten year plan for the campus What is likely coming next Look at graduation rates Look at retention rates Look at satisfaction surveys Likely will drive an effort that focuses on pedagogy and curricullum