Planning for a School of Energy Resources at the University of Wyoming

1. Planning for a School of Energy Resources at the University of Wyoming Myron B. Allen VP for Academic Affairs allen@uwyo.edu Background Structure and key elements Tentative budget Process

2. Faculty Report-Drafting Team Myron Allen, Academic Affairs, chair Bill Gern, Office of Research Steven Holbrook, Geology & Geophysics Ed Barbier, Economics & Finance Brian Towler, Chemical & Petroleum Engineering Morris Argyle, Chemical & Petroleum Engineering Mark Balas, Electrical & Computer Engineering KJ Reddy, Renewable Resources Jim Steidtmann, Institute for Energy Research Consultants: Norman Morrow, Chemical & Petroleum Engineering Harold Bergman, School & Institute for ENR

3. 1. Background 2005 Legislature (Senate File 0001, Section 337): “By October 1, 2005, the University of Wyoming shall develop an academic and financial plan for the development and operation of a proposed energy institute.”

4. Why an energy institute makes sense: • Wyoming’s energy portfolio: • The near term • Oil (especially EOR) • Gas (including CBM, unconventional reservoirs) • Coal (including reclamation) • Renewable energy resources

5. The longer term • Enhanced and improved oil recovery techniques • Reclamation • Coal Conversion • Carbon sequestration • Long-range electric transmission • Local energy systems • Nuclear power • Oil shale

6. UW’s existing assets • World-class Department of Geology & Geophysics • Expertise in Chemical & Petroleum Engineering • Strength in natural resource economics • Expertise in underground flow modeling • EORI and IER (externally funded) • Wyoming Geographic Information Science Center • RIENR (working groups in CBM water, EOR) • Western Research Institute • Support in other departments: Renewable Resources, Ag & Applied Economics, Chemistry, Electrical & Computer Engineering, other engineering departments

7. *UW currently offers the M.S. & Ph.D. in Petroleum Engineering and a concentration in Petroleum Engineering as part of the B.S. in Chemical Engineering. In fall 2005, UW’s administration will ask the Trustees to consider re-instituting the B.S. in Petroleum Engineering.

8. Mission and nature of a university: • Teaching is the first priority • Bulk of intellectual resources are in mainstream academic departments. • College deans tend to direct new resources to these departments. • Teaching is our main vehicle for workforce advancement and outreach to the state and nation. • Research is how faculty members stay current. • Research requires resources: money, students, postdocs. • Administrators don’t have the expertise to control it. • They do have the ability to steer it, using incentives. • Service is an essential part of the mission. • It’s appropriate to dedicate resources to applied technology outreach and public policy support, to address the state’s needs.

9. President VP for Academic Affairs • Director, Institute and School of ENR • Director, International Programs • Dean of Libraries • Director, Art Museum • Director, AHC • Other directors Director, School of Energy Resources • 7 College Deans • Agriculture • Arts & Sciences • Business • Education • Engineering • Health Sciences • Law 2. Structure and key elements Trustees

10. Distinguished faculty advisory panel Director, School of Energy Resources VP for Research Technical Advisory Board Academic Coordinator Center for Energy Outreach Institute for Energy Research

11. Distinguished faculty positions • 12 fully funded senior faculty lines • Targeted at teachers and researchers with national and international reputations, preferably new to the existing faculty • Assigned to mainstream departments through a bidding process, overseen by the director of the school, VPAA, and VPR. • Departments likely to bid: • Geology & Geophysics • Chemical & Petroleum Engineering • Economics & Finance • Mathematics • Renewable Resources • Electrical & Computer Engineering

12. Academic Coordinator (a faculty member with regular duties in addition to administrative duties) Curricular coordination, undergraduate fellowships, and graduate assistantships to support interdisciplinary courses Analysis and recommendations for new certification programs and degree options. Management of distinguished teaching internships (high school & community college faculty) Summer program for high school students. Annual articulation with community colleges.

13. Center for Energy Outreach(new to UW) Policy and technology analysis and planning Consulting specialists (non-faculty scientists, engineers, economists, etc.) Data sharing with agencies

14. Institute for Energy Research Enhanced Oil Recovery Institute Other externally funded, technology-specific research centers Half-time funding incentives for faculty in mainstream departments $1 million grant-matching pool Permanently funded core research staff

15. Technical Advisory Board (external) Institute for Energy Research EOR Commission CBM Research Center Coal Conversion Research Center EOR Institute (already exists) One possible scenario: Specific centers can change over time in response to emerging technologies, energy markets, and external funding

16. 3. Rough budget (tentative so far) • Try to organize into 3 categories: • Academics • Research • Statewide service and outreach

17. Academics

18. Research

19. Statewide service & outreach

20. BUDGET SUMMARY

21. 1-day meeting with small group of industry stakeholders and legislators June Mailing to Trustees & small group Next draft developed by faculty team Review and comment by broader group of industry representatives, and stakeholders. Draft posted on website. July August Other industry input as recommended by Joint Minerals Committee. Ongoing revision Draft submitted to UW Trustees September Final report submitted to Governor and Minerals Committee, 1 Oct 05 Note: Drafts mailed to chairs of the Joint Minerals, Business, and Economic Development Committee at each stage. 4. Process

22. We welcome comments: Myron Allen Office of Academic Affairs allen@uwyo.edu