Graduate School Advisory CouncilGraduate School Advisory CouncilApril 25, 2003April 25, 2003

Dean’s BriefingDean’s Briefing

The Responsive Ph.D. and Beyond: The Responsive Ph.D. and Beyond:

Moving Forward in a Time of ChallengesMoving Forward in a Time of Challenges

I. University/Campus Content

II. Graduate Education

Quality for ColoradoQuality for ColoradoRealizing Vision 2010Realizing Vision 2010

Vision 2010 drives three key planning concepts that help validate CU-Boulder’s

Quality for Colorado initiative.

• Vision: Improve quality

• Strategy: Invest selectively

• Resources: Identify resources to support investment strategy

Vision: Improve QualityVision: Improve Quality

• Keys to Quality

– Invest in faculty• Competitive salaries and benefits• Start-up and matching funds

– Improve student preparation• Greater Selectivity• Increased financial aid

…Culture of Excellence…

Vision: Improve QualityVision: Improve Quality

• Keys to quality (continued)– Provide necessary infrastructure for faculty and

students to be successful• Develop and renovate facilities

• Classroom technology and courseware support

• Library acquisitions

• Staff development and improved business operations

• Improved student support services

Increasing Resources and Using Wisely…Integrated Infrastructure…

Strategy: Invest selectively…Strategy: Invest selectively…

Core learning and academic community

• Diversity and campus community

• Large-class enhancements

• Writing program

• Libraries

• Undergraduate research

• Student advising

• Classroom technology

• Academic neighborhoods

• Student support services

…Culture of Excellence…Diversity…Integrated Infrastructure…

Strategy: Invest selectively…Strategy: Invest selectively…

• Areas of academic distinction– Interdisciplinary

• CIRES, JILA, LASP, IBG, INSTAAR, ICS

– Existing excellence• Environmental sciences and sustainability• Space and atmospheric sciences• Natural sciences (physics, biology, chemistry)• The American West• Engineering

…Culture of Excellence…University without walls…

Strategy: Invest SelectivelyStrategy: Invest Selectively

• Areas of academic distinction

– Potential for greatness• Information sciences/ATLAS• Chemical and molecular

bio-technology/bio-informatics/genomics• Micro/nano-technology• Neurosciences

– Beneficial to Colorado

…Culture of Excellence…University without Walls…

Resources: Identify resources to support investment strategies

• Tuition plans Phased increase to market level Differential school and college tuitions

• Fund-raising Endowment (chairs, financial aid, programs) Capital construction

• Improved cash management Enterprise development Manage balance sheet

Increased Resources and Using Wisely…Integrated Infrastructure…

ChallengesChallenges

– Gain full approval of Quality for Colorado tuition and enrollment plan

– Manage the current fiscal crisis to minimize impacts to learning process

– Attain enterprise status

– Keep faculty, staff, students , and supporters focused on quality improvements

Restricted funds include federal research grants and financial aid

Auxiliaries include Housing, Athletics, Bookstore, UMC and other self-funded departments

Tuition major operating revenue source: Undergraduate rates are $2776/yr for residents, $18,120 for non-residents

72% of total tuition revenues is from non-residents, who are 33% of enrollment

CU-Boulder tuition and tax support/SFTE is $10,710 vs. the AAU public mean of $15,860

Campus EconomicsCampus Economics FY2003 Current Fund Revenues

(beginning budget)

Auxiliary, Sales & Services

13%

ICR5%

Other3%

General Fund12%

Tuition & Fees

32%

Gifts, Grants & Contracts

35%

$737 M

Institution

State Tax DollarAppropriation

(millions)

Fall 2002 Estimated

In-State FTE

State Appropriation

per In-State FTE

Resident UGrad Tuition & Req'd

Fees per AY

Res UG Tuition/Fees + State Appropriation, per In-

State FTE

University of Michigan - Ann Arbor 363.6 18,923 $19,212 $7,960 $27,173University of North Carolina - Chapel Hill 323.5 17,206 $18,803 $3,856 $22,659University of Maryland 347.5 21,319 $16,299 $5,670 $21,969University of Wisconsin 399.1 23,281 $17,141 $4,426 $21,567State University of New York - Buffalo 284.8 19,362 $14,710 $4,850 $19,560University of Iowa 232.4 16,104 $14,433 $4,191 $18,624University of Illinois - Urbana 338.7 28,810 $11,757 $6,704 $18,461University of Washington 336.5 28,706 $11,724 $4,636 $16,360University of Pittsburgh 171.9 23,718 $7,249 $8,528 $15,777University of Virginia 122.4 12,559 $9,748 $4,780 $14,528Ohio State University 331.3 35,958 $9,213 $5,217 $14,430Pennsylvania State University (system) 242.6 53,818 $4,509 $8,585 $13,094University of Texas - Austin 282.8 39,164 $7,222 $3,950 $11,171University of Colorado 74.5 16,871 $4,415 $3,566 $7,981

$0

$5,000

$10,000

$15,000

$20,000

$25,000

$30,000

State Appropriation Tuition and Fees

With cuts $3,300

UCB Budget Reduction UpdateUCB Budget Reduction Update

• Over $30 million in budget cuts over 3 years (-36%) – FY02: $2 million

– FY03: $11.5 million

– FY04: $17 million (projected, and could increase)

• Reductions in FY02 and 03 have been identified

• Reductions for FY04 will be effective July 1

• Magnitude of cuts to be made by campus units will be determined by: tuition rates, enrollments, and expenses

• Current planning at 2 times FY03 unit reductions ($12M)

Allocation of State Appropriated Allocation of State Appropriated Revenues (Operating Budget)Revenues (Operating Budget)

61% 61% 61% 61% 60% 60% 60%63% 65% 67%

27% 27% 28% 27% 27% 27% 27%25%

23% 18%

10% 10% 10% 10% 10% 11% 11% 11% 10% 13%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

1995 1996 1997 1998 1999 2000 2001 2002 2003 2004

FYE

% o

f Sta

te-a

ppro

pria

ted

Rev

enue

Sou

rces Other Revenues

Indirect CostReimbursements

StateAppropriation

Student Tuition &Fees

State Tax Support Funding LevelsState Tax Support Funding Levels

$40,000,000

$45,000,000

$50,000,000

$55,000,000

$60,000,000

$65,000,000

$70,000,000

$75,000,000

$80,000,000

$85,000,000

1990 1992 1994 1996 1998 2000 2002 2004

FYE

Leve

l of S

tate

Tax

Sup

port

State Tax Support as a Percentage of State Tax Support as a Percentage of Total Operating RevenuesTotal Operating Revenues

5%

7%

9%

11%

13%

15%

17%

1990 1992 1994 1996 1998 2000 2002 2004

FYE

Sta

te T

ax S

uppo

rt a

s a

% o

f Tot

al F

undi

ng

A Fork in the RoadA Fork in the Road

• The Investment Paradigm– UCB is a significant engine that will drive economic

recovery & growth, and improve the quality of life for Coloradans

– Investing in Boulder will pay back large dividends to the state

• The Entrepreneurial Paradigm– Recognize the states inability to provide more tax support

– Grant us the autonomy and flexibility to raise other funds, and encourage institutional entrepreneurship

Changing Pace…Changing Pace…

New faces in the Graduate School• Adrian Del Caro – Interim Associate Dean and

Interim Associate Vice Chancellor for Graduate Education

• Tony Barker – Associate Vice Chancellor for Research

• Joe Rosse – Director, Office of Research Integrity• Lisa Hutton – Executive Assistant to the Dean/Vice

Chancellor for Research

Responsive Ph.D. – Four PillarsResponsive Ph.D. – Four Pillars

• New paradigms

– interdisciplinarity

– scholar as citizen

• New practices

– Professional development inside and outside the

academy

• New people

– Diversity in all dimensions

• New partnerships

Carnegie Initiative on the Carnegie Initiative on the DoctorateDoctorate

Complements Responsive Ph.D.

- Responsive Ph.D. looks broadly across university- Carnegie Initiative looks deeply into discipline: how do you education the future “scholars of the discipline”?

Carnegie InitiativeCarnegie Initiative

• Four to six departments nationally in four disciplines

• CU applied in Chemistry and Education– CU has two Carnegie Departments

• Education – how to strengthen the core of doctoral education

• Chemistry – how Chemistry as a core discipline reaches out and informs interdisciplinary problems

GSAC Goes National!GSAC Goes National!

• Scott Winston presented keynote talk at NSF Workshop on Professional Master’s Degrees, November 2001

• Carol Winston gave a presentation at Council of Graduate Schools Annual Meeting on Role of Volunteers, December 2002

• Jay Littlepage gave a presentation at AAAS Annual Meeting in a Symposium on “Graduate Education: Building for the Future” titled “Graduate Education from the Perspective of Industry”, February 2003

Professional Master’s DegreesProfessional Master’s Degrees

• Enrollment in Master’s programs growing

• Responds to same four pillars articulated by Responsive Ph.D.

• National visibility through Sloan Foundation Professional Science Masters

What is a “Professional Master’s”?What is a “Professional Master’s”?

• “Stand-alone” degree not leading to a Ph.D.

• Designed to train students for a specific profession or group of related professions

• Typically designed and implemented with input from the profession

• Often thought of as analogous to an MBA (in contrast to MS in Business)

• See www.ScienceMasters.com

Recent DevelopmentsRecent Developments• Fall 2001 CGS expands Sloan Initiative to

“Master’s Focused” institutions

• Fall 2001 NSF Workshop on Professional Master’s

• Spring 2002 Ford Foundation funds CGS to explore Professional Master’s in traditional social sciences disciplines

• Spring 2003 NSF responds to recommendations of workshops and begins to develop program.

Recommendations from NSF Recommendations from NSF WorkshopWorkshop

• Must have participation from relevant employment sector

• Must include a plan for ultimate sustainability (beyond NSF funding)

• Include plan for recruitment of under represented groups

• Use training grant (e.g. IGERT) model; incorporate distance education when appropriate

Recommendations from NSF Recommendations from NSF WorkshopWorkshop

• Priority to programs which incorporate interdisciplinary experience and/or professional development activities (note parallels to “Four Pillars”)

What Exists at CU – Boulder?What Exists at CU – Boulder?

• Engineering Management• Interdisciplinary Telecommunications• Museum and Field Studies• Language pedagogy tracks in several

departments• Optical Science and Engineering

– Embedded in IGERT, so not antithetical to Ph.D education

In Near Future:In Near Future:

• Concurrent MA/MBA could be refined

• Certificates could become degrees

– e.g. Applied Behavioral Science

Environmental Policy (already happening)

Remote Sensing

Barriers:Barriers:

– CCHE– Faculty time and interest– Need entrepreneurial model of financing and

instruction