FLAGSHIP 2030 University of Colorado at Boulder

1. FLAGSHIP 2030University of Colorado at Boulder A Strategic Community-wide Discussion about the Future of Colorado’s Flagship University

2. A Changing World – Will Coloradans be Prepared? • Demographics • Globalization • Sectarianism • Technology • Disease/Medicine • Geophysics/Environment Increasingly complex and interdisciplinary opportunities and problems face our world – what role will UCB play in ensuring a successful quality of life in the future?

3. A Changing Landscape for State – Higher Education Relationships • State funding levels have declined • Performance and accountability expectations have increased • Public mission is focused on access and affordability, primarily at the UG level • Institutions are striving to maintain and enhance competitiveness (private, for-profit, and international competition)

4. State investment in higher education has declined over the past 30 years Source: Postsecondary Education Opportunity Jan 2005

5. Percent Change State Tax Support Per $1000 Personal Income FY76-05 Source: Postsecondary Education Opportunity Jan 2005

6. COLORADO STATE BUDGET SHARE FOR HIGHER EDUCATION

7. What do States want from the Relationship? • Affordable access to education / job preparation for residents • Attract business development through technology transfer and skilled labor • Local (district) economic sustainability • Improved quality of life • Accountability – good use of tax $ • Control

8. What do Institutions need to be Successful? • Resources to attract and support the faculty and students necessary to be competitive in their markets • Management flexibility – the ability to operate without unnecessary restrictions and bureaucracy

9. A Competitive UCB is Critical to Colorado’s Future • Educating future leaders and productive citizens • Advancing new knowledge • Enriching our economy • Shaping the future of Colorado

11. AAU Public Institutions* With medical schools Arizona * Colorado Florida * Illinois Indiana Iowa * Iowa St Kansas Maryland Michigan * Michigan St * Minnesota * Missouri * N Carolina * Nebraska Ohio St * Oregon Penn St Pittsburgh * Purdue Rutgers SUNY-Buffalo * SUNY-SB * Texas Texas A&M UC Berkeley UC Davis * UC Irvine * UCLA * UCSB UC San Diego * Virginia * Washington * Wisconsin*

13. UCB: $13.6 Non-med avg: $20.1 Michigan/Berkeley: $32.2

20. Put pell distrib here

22. FY2007 Budget • Restricted fund - $261 million (30%) • Auxiliary fund - $201 million (23%) • General Fund - $418 million (47%) • Total proposed current funds $881 million

23. FY 2007 Initial Budget FY2007 Current Fund Revenues • Restricted funds are gifts, grants & contracts, and non-institutional financial aid • Auxiliaries include Housing, Bookstore, Continuing Education, UCSU cost centers and other self-funded departments • The campus operating budget, the General Fund, is primarily State funding, ICR, and 88% of total tuition and fees • Tuition and fees is largest revenue category $880.6M

24. Restricted Fund • Research activity steady • Expenditures decreased from peak of $271 million in FY05 to mid $260 million for FY06 and FY07 • Gifts • 2nd largest component in restricted fund • Approximately $34 to $35M annually • Other restricted fund activity • Pell and work study federal funding $11M annually • CCHE financial aid $6.4M FY07

25. Sponsored Research 1968-2007

26. Research Awards by Funding Agency

27. Auxiliary Fund • Auxiliary fund activities are conducted to provide services and support for the Boulder campus • Resource management can be “restricted” per bond covenances and Federal Cost Accounting Standards • Auxiliary fund activity exceeds $200 million • Auxiliary enterprises are 90% of the auxiliary fund and the largest is Housing $59 million • UCSU $33 million, one of largest student governments

28. General Fund • Tuition $291 million (70%) • State funding $72 million (17%) • ICR $41 million (10%) • Fees and Other $14 million (3%) • Compensation two-thirds of expense • Financial aid, utilities, and library materials high growth items

29. Expense components FY04

30. State & Tuition per Resident (adjusted dollars)

31. 2005-06 UG Resident Tuition & Fees Selected Colorado (dark blue) and AAU Publics

32. Tuition Rates – UCB as Pct AAU Public Avg

33. Typical Cost of Attendance Example for an academic year full-time, undergraduate Arts and Sciences student Note: The resident tuition line only represents the students share and does not include the COF stipend. “Other” is based on estimates established by CCHE

34. Grant aid excluding State and federal as % of FY tuition revenue

35. Fall Headcount, Degree-Seeking Students

36. Boulder Campus Fall Headcounts By residency -- includes non-degree students • Fall 81 Fall 06 Change • Residents 14,923 20,301 5,378 36% • Non-Res 7,326 9,094 1,768 24% • Total 22,249 29,395 7,146 32% • New frosh 3,300 5,617 2,317 70% • % Grad 18% 16%

37. University of Colorado at Boulder UG Resident Degree-Seeking Students: Credit Hour Load Credit Hours per semester

38. UG Student Profile • Top majors: Psychology, Integrative Physiology, English, Communication, Political Science, Molecular Biology, Finance, Economics, International Affairs • Avg admitted student GPA: 3.64 SAT 1194 • From: CO, Calif, Texas, Illinois, Mass., NJ • 6-yr graduation rate: 66% 4-yr rate: 41% • First year retention 84% • Popular activities: Club/Intramural sports, Specialized Academic Programs, Study Abroad, Greeks, UROP

39. Comprehensive Excellence • Expectation to have outstanding programs in a wide-range of disciplines • Highly regarded center and institute interdisciplinary structure (interaction with federal labs) • Opportunities to be a leader of regional strength in academics, research/creative works, service/outreach and economic vitality

40. Local Economic Impact • Over 29,000 students, 6000 jobs and $450M of payroll • Over $17.00 generated in economy for each dollar of tax support • Over $250M in research grants from external sources • Incubator of numerous start-up companies

41. Major Shortfalls Areas of historical under-funding relative to competitors: • Need and Merit Based Financial Aid • Physical Infrastructure • Graduate Education (Ph.D. level) • Research Support • Tenured Faculty Lines

42. Current Investment Strategy • Maintain outstanding faculty • Competitive salaries and benefits • Start-up and matching funds • Selective allocation of faculty lines • PhD support and enrollment growth • Encourage innovative instruction and interdisciplinary research

43. Current Investment Strategy • Attract improved student quality • Greater selectivity and diversity in admissions • Increase financial aid/scholarships • Offer small group learning experiences and increased research opportunities for undergraduates • Improve tenure-track faculty to student ratio

44. Current Investment Strategy • Provide necessary infrastructure • Develop and renovate instructional, research and support facilities • Enhance student support services • Promote staff development • Upgrade and improve business systems and operations

45. COMMENTS & DISCUSSION

46. QUESTIONS FOR FLAGSHIP 2030 • What will our graduating students need to know and be expected to do in the year 2030? • To what needs of the year 2030 will our research, scholarship, and creative work efforts respond? • What will the State of Colorado need from us in the year 2030? • What should our relationship with the Boulder community be in the year 2030? • What kind of University community will we aspire to be in the year 2030? • What kind of financial and operational models will CU-Boulder need in order to succeed in 2030?

47. FLAGSHIP 2030University of Colorado at Boulder A Strategic Community-wide Discussion about the Future of Colorado’s Flagship University