1. Colorado School of Mines Strategic Plan 2014-2024 December 12, 2013

2. Definitions for Plan Development Guiding Principles:Core, underlying attributes set by institutional history and a broad campus understanding of who we are and who we want to be. Aspirations:Critical measures of institutional success toward achieving our vision. Goals:Thematic areas that serve to prioritize the institution’s strategic initiatives. Strategies:Targeted activities used to produce measurable and positive changes that are aligned with institutional goals and aspirations. 2

3. Mission, Vision, Values Mission: Education and research in engineering and science to solve the world’s challenges related to the earth, energy and the environment Colorado School of Mines educates students and creates knowledge to address the needs and aspirations of the world’s growing population. Mines embraces engineering, the sciences, and associated fields related to the discovery and recovery of the Earth’s resources, the conversion of resources to materials and energy, development of advanced processes and products, fundamental knowledge and technologies that support the physical and biological sciences, and the economic, social and environmental systems necessary for a sustainable global society. Mines empowers, and holds accountable, its faculty, students, and staff to achieve excellence in its academic programs, its research, and in its application of knowledge for the development of technology. 3

4. Mission, Vision, Values Vision: Mines will be the premier institution, based on the impact of its graduates and research programs, in engineering and science relating to the earth, energy and the environment Colorado School of Mines is a world- renowned institution that continually enhances its leadership in educational and research programs that serve constituencies throughout Colorado, the nation, and the world. Mines is widely acclaimed as an educational institution focused on stewardship of the earth, development of materials, overcoming the earth’s energy challenges, and fostering environmentally sound and sustainable solutions. 4

5. 5 Values: A student-centered institution focused on education that promotes collaboration, integrity, perseverance, creativity, life-long learning, and a responsibility for developing a better world The Mines student graduates with a strong sense of integrity, intellectual curiosity, demonstrated ability to get a job done in collaborative environments, passion to achieve goals, and an enhanced sense of responsibility to promote positive change in the world. Mines is committed to providing a quality experience for students, faculty, and staff through student programs, excellence in pedagogy and research, and an engaged and supportive campus community. Mines actively promotes ethical and responsible behaviors as a part of all aspects of campus life. Mission, Vision, Values

6. Guiding Principles 6 As Mines develops its next strategic plan, we are committed to these critical guiding principles: ￭ Mines will remain a small, specialized engineering and science research university. ￭ Emphasis on quality and excellence must be paramount in the education, research and services that we deliver. (“We are proud of everything we do.”) ￭ The future distinction of the institution requires building multiple best-in-class programs at both undergraduate and graduate levels. ￭ Mines must operate with the entrepreneurial mindset of a private institution that promotes innovation in programs and cost efficiency in operations. ￭ A diverse community with a sense of shared purpose toward serving our mission and our stakeholders. ￭ Curricular delivery that is student-centered and leverages strengths of highly innovative faculty and best-in-class technology practices.

7. Aspirations Recognized as a top 30 engineering and science university. 4-year graduation rate of 60% and 6-year rate of 82% while still maintaining Mines’ hallmark commitment to quality, rigor and excellence. Surpass $100M in research expenditures. Mines will continue to be financially self-sustaining. 95% of graduates (undergraduate and graduate) would have chosen Mines again if they could re-do their decision. 7

8. Goal 1: Enhance the distinctive identity and reputation of Mines Strategies Develop and implement integrated marketing plan that expands our brand recognition and reputation throughout the world. Increase collaborations with other top quality institutions worldwide. Expand active-learning instruction (such as studio and project-based, rather than traditional lecture format) utilizing best-in-class pedagogical and technological practices. Improve and expand opportunities for participation in professional practice and research throughout the entire undergraduate experience. Expand and enhance graduate student development of professional attributes through formalized activities and curricular excellence. Create new and enhance existing large research initiatives focusing on the global challenges related to the earth, energy, and the environment. Increase faculty membership in national academies and professional society fellows, and student participation in prestigious national awards and fellowships. 8

9. Goal 1: Enhance the distinctive identity and reputation of Mines 9 Institutional Initiatives that support Goal I 1. Establish “Center for Teaching and Learning Excellence” that will assist faculty in the implementation of best-in-class pedagogical practices and technologies.  Reconsider and restructure existing activities.  Examine threat and opportunities of new technologies. 2. Re-develop website to comprehensively support strategic plan.  Develop organizational structure to enhance website effectiveness and provide continuous updates of content. 3. Identify and support new strategic research initiatives.  Redefine management of overhead to support research mission.  Support early career research development of young faculty.  Produce a broadened research portfolio with investments in faculty time, equipment, and space deployment. 4. Broaden campus based conference activity to include the full spectrum of research activity at Mines.

10. Goal 2: Build upon a student-centered campus culture of excellence, inclusion, diversity and community. Strategies Expand residential campus to integrate efforts from academic affairs and student life, for undergraduate and graduate students, to promote student community and to foster collaboration, learning, leadership and citizenship. Advance academic culture and structure that fosters creativity, intellectual- curiosity, and student success. Enhance opportunities for students to develop effective communication skills as a complement to strong content expertise. Build a campus that values employees and students of the institution through a positive, supportive, and inclusive environment. Increase the diversity and quality of Mines’ faculty, student and staff. Improve mentoring and other support of faculty with the goal to enhance the overall quality of the student experience. 10

11. Goal 2: Build upon a student-centered campus culture of excellence, inclusion, diversity and community. Institutional Initiatives that support Goal 2 1.Establish new admissions profile objectives and strategies for achieving targets while managing affordability. Admission directives must include special emphasis on improvements in gender and ethnic diversity. 2.Align degree requirements with national norms and ensure that the overall degree structure reflects latest trends in the field and is delivered in an up- to-date manner with respect to pedagogy. Promote co-curricular activity as a part of the total degree experience. Provide avenues for research experience and entrepreneurship within the structure of the degrees and campus life. 3.Actively engage the faculty in defining and supporting the expectations for contributions to the campus. 4.Implement new strategies to further develop the residential campus and its positive impact on students. 11

12. Goal 3: Build and diversify revenue streams and auxiliary enterprises. Strategies Build upon advancements in board authorities that define our relationship with the state. Expand institutional support and infrastructure development through alumni outreach and Foundation initiatives. Establish new or expand continuing education and executive education enterprises that enhance the reputation, global reach, and financial security of Mines. Continuously investigate new technologies and market trends that threaten core revenues, and respond to best leading practices that maintain our preeminence in instructional delivery. Diversify federal research funding across multiple agencies while increasing corporate and private research support. Support research innovation through an enhanced technology transfer program. 12

13. Goal 3: Build and diversify revenue streams and auxiliary enterprises. Institutional Initiatives that support Goal 3 1.Reconfigure short course, certificate and executive education offerings to achieve targeted ROIs, and expand instructional resource base for increased activity. 2.Expand non-thesis and professional masters degrees where strategic, low cost growth is profitable. 3.Increase foundation-based revenues that directly support either students or the academic mission. 13

14. Goal 4: Develop and support campus infrastructure and processes to match Mines' aspiration to become a top-tier engineering and science institution. Strategies Incorporate within the overall financial plan a strategy to sustain and improve capital infrastructure. Produce, and continuously monitor the effectiveness of, faculty teaching and research guidelines that promote excellence and satisfaction. Align performance expectations, outcomes, rewards and recognitions with campus needs and the strategic plan. Assess and reconfigure administrative processes to promote institutional efficiency, communication, transparency and ease of access to information. Upgrade and enhance instructional infrastructure and support services. Enhance and expand research infrastructure to support growth in research while ensuring effectiveness and efficiency. 14

15. Goal 4: Develop and support campus infrastructure and processes to match Mines' aspiration to become a top-tier engineering and science institution. Institutional Initiatives that support Goal 4 1. Develop comprehensive strategy that guides capital asset use, maintenance, improvement, and new investment decisions and deployment. 2. Complete existing, and implement new, projects to improve business processes and focus on utilization of technology to produce highly efficient campus operation. 15

16. Campus participation in the execution of the strategic plan Institutional initiatives: Large efforts that impact a significant part of the campus and that are led by members of the campus executive staff. Typically these efforts require resources. Typically many parts of the campus are engaged in these activities. Initiatives will define measures of success as a function of time. Local initiatives: Efforts that are defined by organizational units, supported by upper management and executed by a relatively small portion of the campus. Typically initiatives are logical responses to the strategic plan that are defined by the organizational unit. Activity requires the buy-in of management and support of management. Key issue is to have local initiatives complement overall activity in the strategic plan. Initiatives will define measures of success as a function of time. 16

17. Next Steps Presented to Board on December 12, 2013 Develop financial modeling as a baseline for strategic plan. Consideration of enrollment, faculty, grad to undergrad mix, resident to non-resident mix, tuition strategy. Develop operational initiatives: institutional, college-level, supporting department. Prioritize initiatives based on financial availability. First year prioritization is underway. Establish Board level metrics and underlying management and operational metrics. Establish targets for the metrics. Develop calendar of activities (goal is to make this an active and iterative process). Communicate strategic plan goals and initiatives with key stakeholders. 17