State of the University

“ We must always change, renew, rejuvenate ourselves; otherwise we harden.” Johann Wolfgang von Goethe German dramatist, novelist, poet, & scientist (1749 – 1832)

The year. . .a “planning” year New strategic plan to Board of Regents in Spring, 2012 Current plan - 2007-2012

New statutory role and mission 23-20-101. (c) The Colorado Springs campus of the University of Colorado shall be a comprehensive baccalaureate and specialized graduate research university with selective admission standards. The Colorado Springs campus shall offer liberal arts and sciences, business, engineering, health sciences, and teacher preparation undergraduate degree programs, and a selected number of master’s and doctoral degree programs.

Enrollment Another strong start comparing Spring 2011 to Spring 2012 (Pre-Census Date Stats) Spring 2011 + 5.8% FTE compared to Spring 2011 Headcount increase to 8,731 First-Time Freshman: 77 Headcount 8,472 First-Time Freshman: 66

Focus on inclusive engagement 22% students of color Graduation rates of students of color, Pell recipients, first generation students equivalent to majority population 18% minority faculty and staff

Campus housing expansion 18 additional beds available in existing spaces through conversion by August 2012 $16 million – to be repaid through rents of students Break ground in spring, 2012 197 new beds in two towers west of Columbine to open August, 2013

Lane Academic Health Services Center – Phase I Joint building with Peak Vista Break ground in summer 2012, $17 million project budget First academic building on north campus, along Nevada Avenue No new debt service for campus

Budget Campus budget assumed stable state funding and 2% enrollment growth. Budget outlook for the campus looks good after fall census. Budget outlook for the state looks not so good with latest forecasts due soon. State spending challenges looming. Planning for additional state funding reductions was planned, being refined.

Community Relations - Outreach Continue partnership work with key organizations: Chamber, EDC, Sports Corp, USOC, Penrose-St. Francis, City, County Assure the future of Memorial Hospital supports university needs Host the International University Sports Federation (FISU) world university championships - 2012 Softball, 2014 Boxing

UCCS UCCS Campus Strategic & Growth Plans: A review of the progress of plans over the past six years

Background and Results Two major planning efforts for UCCS since 2005: Seven-year growth plan: May 2005 – 2012 Strategic plan: June 2007 - 2012 Plans sunset in 2012 Remarkable progress on goals and initiatives during these planning horizons

Key Goals and Outcomes – How did we do? New degree programs added 6 Undergraduate Bachelor of Innovation - Business, Computer Science, Computer Security, Electrical Engineering, Game Design and Development Biochemistry BA, BS Biology BS Criminal Justice BA Women’s and Ethnic Studies BA New Programs within degrees Sports Management (Business BS) Forensic Studies (Criminal Justice BA)

Key Goals and Outcomes – How did we do? New degree programs added 6 Graduate Applied Science PhD Criminal Justice MCJ Doctorate of Nursing Practice DNP Health Sciences MS Educational Leadership MA & PhD John A. Student

Key Goals and Outcomes – How did we do? Enrollment targets – headcount campus projection for Fall 2011 Seven Year Plan: 9,100 Strategic Plan: 8,694 Actual: 9,321 Difference from 7 yr. Plan 221 +2.34% Difference from Strategic Plan 627 +7.21%

Key Goals and Outcomes – How did we do? 2005 Headcount: 7,598 SFTE: 2,886 Undergraduate headcount: 6,126 Graduate headcount: 1,472 2012 Headcount: 9,321; +22.7% SFTE: 3,586; +24.3% Undergraduate headcount: 7,696; +25.6% Graduate headcount: 1,625; +10.4%

Key Goals and Outcomes – How did we do? Financial targets Campus General Fund revenue projection for FY 11-12 Seven Year Plan: $89,237,603 Strategic Plan: $89,545,310 FY 11-12 Actual Budget: $89,376,084 Difference to Seven Year Plan : $138,481 + 0.16 Difference to Strategic Plan: (169,226) -0.19

Key Goals and Outcomes – How did we do? Financial targets - Campus General Fund main components: State Support & Tuition FY 11-12 State support assumption: Seven-Year Plan: $19,652,502 Strategic Plan: 26,465,820 FY 11-12 ACTUAL SUPPORT $17,319,857 Difference to Seven Yr. Plan (2,332,645) - 11.9% Difference to Strategic Plan (9,145,963) - 34.5%

UCCS: Conclusion: The campus overcame the lower state support revenues by exceeding growth and revenue targets. This occurred due to: Increased undergrad & graduate enrollment Increased non-resident enrollment Increased F&A revenues from growing research awards above projections

What does this result mean for future financial planning? State revenues and support of public higher education remain a concern Revenues under the control of the campus, i.e. tuition, auxiliary earnings, philanthropy, research awards, and entrepreneurial activities will be key to building a sound financial future for UCCS from 2012 to 2020.

Osborne Center for Science And Engineering

Dwire Hall

Pending Centennial Hall

Recreation Center

Gallogly Events Center

Heller Center for the Arts & Humanities

Thus, questions for today’s University Club….. What should we keep doing? What should we stop doing? What should we create?

“Twenty years from now you will be more disappointed by the things you didn’t do than by the ones you did do. So throw off the bowlines, sail away from the safe harbor, catch the trade winds in your sails, explore…dream…discover.” --Mark Twain (1835-1910)