1. State of
the University

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

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

4. New statutory role and mission
(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.

5. 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

6. 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

7. 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

8. 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

9. 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.

10. 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 Softball, 2014 Boxing

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

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

13. 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)

14. 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

15. 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 %
Difference from Strategic Plan %

16. 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; %
Undergraduate headcount: 7,696; %
Graduate headcount: 1,625; %

17. 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 Actual Budget: $89,376,084
Difference to Seven Year Plan : $138,
Difference to Strategic Plan: (169,226)

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

19. 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

20. 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.

21. Osborne Center for
Science And Engineering

22. Dwire Hall

23. Pending
Centennial Hall

24. Recreation Center

25. Gallogly Events Center

26. Heller Center for the Arts & Humanities

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

28. “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 ( )