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Presentation for the Greater Colorado Springs
Economic Development Corporation
Dr. Pamela Shockley-Zalabak, Chancellor
June 25, 2004
America’s Competitive Edge is at Risk
There is a crisis in funding public higher education in the
state and nation
America’s competitive edge is in jeopardy
Colleges and universities have been the backbone of
the the country’s progress
Partnerships among government, industry and
academia provide America’s competitive edge
―The key factor going largely
unheeded is the rise of creativity
as the central force in our
economy.‖
―The presence of a major
research university is a huge
advantage in the Creative
Economy—more important than
the canals, railroads and
freeway systems of past epochs –
and a huge potential source of
competitive advantage.‖
21st Century Workforce
• Forrester Research predicts that at least 3.3 million
white-collar jobs and $136 billion in wages will shift
from the United States to low-cost countries by 2015
– Call centers and low-end R&D
• In India, a call center worker earns about $2,700/year, while
a new graduate with a degree in IT will make around $5,000
• In China, an IT professional earns about one-sixth of a U.S.
IT worker
• U.S. competitiveness is high-end and creative R&D
– Requires partnerships with government, industry and academia
Higher Ed’s Industry Strength Sectors
In Colorado’s universities:
• Biotechnology/Life Sciences/Biosecurity
• Storage/Computer
Technology/Telecommunications
• Aerospace
– President Bush’s space exploration initiative could hav
important implications for the state of Colorado
(Lockheed Martin, Ball Aerospace)
• Sciences/Atmospheric
• Agriculture/Ecology
• Energy
• National Labs
• Homeland Security
Strategic Issues: Changing Paradigm of Higher
Education Funding
• Public Support to Higher Education
– How well does the State of Colorado Fund Higher Education
– Action: Possible voter initiatives for Constitutional / Statutory Reform
• Shift Toward Allowing Market Pricing
– Affordability / Accessibility
– Action: Tuition & Fee Marketing Study; Enterprise Status; Performance
Contracts
• Diversification of Resources
– Foundation generated resources
– Sponsored Research
– Action: Development of CU 2010 Campaign
• Communicate the Message
– Demonstrate how Higher Education can help the State
– Action: Enhance image as good stewards of resources
Colorado’s
Two-year
Change
-21.8%
State Budget FY1990: $2.5B State Budget FY2004: $5.7B
Human
Human
Services/Health Services/Health
Corrections Other Other Care
Care Corrections
10% 3% 3% 30%
23% 12%
Higher
K-12 General Education
20% K-12 General
42% Government Higher
43% Government
2% Education
1% 11%
CU’s FY1990 Total Budget: CU’s FY2004 Total Budget:
$634M $1.62B
Investment
Clinical Sales & Other
Sales &
Other 0.3% Clinical
Investment
1.6% 1.0% Gifts, Services 2.7% Gifts,
ICR Services 1.8% Grants, 5.6% 7.0%
Grants,
5.0% 4.3% Contracts
Contracts
27.9% ICR
Auxiliary 35.5%
9.6% 6.4%
Auxiliary
Tuition & 7.4%
Fees
State Tuition & State
23.7%
Fees Approp
Approp
25.4% 9.6%
25.1%
Source: FY1990 Annual
Financial Report
Public Support for Higher Education:
Change in CU Appropriations Per Resident FTE
15%
10% Post-TABOR
2% Tuition Buy Down
5% Pre-TABOR
0%
1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005
-5%
Percent
-10%
-15%
-20%
-25%
-30%
Public Support to Higher Education:
How Does CU Compare?
Change in State Tax Fund Appropriations per $1000 of State
Personal Income between FY 1978 & FY 2004
Nebraska (-26%)
Michigan (-33%)
Pennsylvania (-40%)
Colorado (-68%)
-78 -68 -58 -48 -38 -28 -18 -8 2
% Change
Public Support for Higher Education:
Higher education drops from 20.3% of the state GF Budget in 1990 to 10.2% in 2005
50.0%
45.0%
40.0%
35.0%
30.0%
25.0%
20.0%
15.0%
10.0%
5.0%
0.0% Estimate
F Y 90
F Y 91
F Y 92
F Y 93
F Y 94
F Y 95
F Y 96
F Y 97
F Y 98
F Y 99
F Y 00
F Y 01
F Y 02
F Y 03
F Y 04
F Y 05
F Y 06
F Y 07
F Y 08
F Y 09
10
19
19
19
19
19
19
19
19
19
19
20
20
20
20
20
20
20
20
20
20
20
FY
Higher Ed Corrections Health Care K-12
Vision Statement
The University of Colorado at Colorado Springs
will provide unexcelled, student-centered teaching
and learning, and outstanding research and
creative work that serve our community, state, and
nation, and result in our recognition as the premier
comprehensive, regional research university in
America.
UCCS Enrollments
Resident Non-Resident
6,000
5,000
4,000
3,000
2,000
1,000
-
2000 2001 2002 2003 2004
OPPORTUNITIES FOR UCCS IN THE FUTURE
Lead the Southern Colorado strategy for the CU system
The per capita income of the southern Colorado counties trails
the northern part of the state due in part to the lack of research
universities and innovation areas.
UCCS intends to take the lead to help southern Colorado make
up ground on the northern part of the state through a number of
creative initiatives.
Examples would include teacher training, pre-collegiate
programs, developing research and innovation zones,
partnering with defense agencies, and an expansion of
humanities works at the Heller Center.
University of Colorado Appropriations and
Enrollment Changes
Resident FTE Students
35,000
30,000 $200
Students (FTE)
25,000
$150
$ in millions
20,000
15,000 $100
10,000
$50
5,000
0 $0
1995 1996 1997 1998 1999 2000 2001 2002 2003 2004
Enrollment CU GF Appropriation
Median
Fl
or
id
a
At
la
nt
ic
Un
iv
Un (B
v i CU oc
N a
$2,000
$4,000
$6,000
$8,000
$10,000
$12,000
$14,000
$16,000
$0
of Y Ra
M C to
Un is i n)
Te s o ty C
iv xa ur ol
of i( le
Un No s A St ge
iv rth &M .L
of
(K oui
Te Ca
ro in s
nn gs )
Un es lin vi
se a(
iv e Ch lle)
of (C a
M ha rlot
Un ic tt te
iv hi
ga ano )
of n og
Ne (D a)
br e
Un as arb
Po ka or
iv (O n)
FY 2004
State Appropriation
of rtl
an m
Ho d ah
us St a)
to at
n( e
Un
W Cl
iv
O ic ea
ak hi rL
Un la t ak
iv nd a S e)
of ta
te
UCCS vs. Peers in Funding
Un
Co Un iv Un
lo iv (M iv
ra ic
d of
Tuition & Fees
N hi
at ga
Co ew n)
lo O
ra rle
do an
Sp s
rin
gs
State Appropriations and Tuition per SFTE at Current Peer Institutions
$3,552
SFTE =
Gap per
Resource
Median
W
ay
ne
St
at
e
U
$10,000
$15,000
$20,000
$25,000
$30,000
$0
$5,000
-D
et
r oi
t
W
is IU
U co PU
Un
i of ns
in I
v. M -M
of a ilw
No CU ss.
rth N -B .
Y os
Ca -C to
ro i ty n
lin
a- co
G lle
W re
en
ge
rig
ht sb
or
St
at o
e
O U
Un ld ni
v.
State Appropriation
iv Do
FY 2004
.o G m
fM eo in
Fl rg io
or ar
e n
id yl M
a an
At d as
on
la -B
nt al
ic ti m
-B or
W oc e
ic a
Un hi Ra
iv ta to
n
Tuition & Fees
.o St
UCCS vs. New Peers in Funding
at
fC e
ol Un
or iv
ad .
o
at
CS
State Appropriations and Tuition per SFTE at Proposed Peer Institutions
$6,075
SFTE =
Gap per
Resource
CAMPUS CHALLENGES
NO STATEWIDE TABOR SOLUTION COULD FOREVER CHANGE
THE TYPE OF STUDENTS WHO CAN ATTEND UCCS
PELL ELIGIBLE STUDENTS IN 2002 BY CAMPUS:
UCB: 13.0%
UCCS: 24.9%
UCD: 16.2%
UCHSC: 19.4%
THUS, A SHARP INCREASE IN TUITION RATES, EVEN WITH NEW
FINANCIAL AID INVESTMENTS, COULD PRESENT ENROLLMENT
PROBLEMS FOR THE CAMPUS.
COMPOUNDING THIS ISSUE, THE SOUTHERN COLORADO
REGION IS LESS AFFLUENT THAN OTHER REGIONS IN THE
STATE, AND INCLUDES THE 6 POOREST COUNTIES IN THE
STATE IN PER CAPITA GDP.
Colorado’s
Major
Research
Universities
Colorado’s
Growing
Research
University -
UCCS
Southern CO
Region
Cost of Attendance—FY 2005
Tuition Fees Room/Board Total % Change
UCB $3,690 $861 $7,564 $12,115 9.9%
UCCS $3,206 $827 $5,999 $10,032 3.8%
UCD $3,210 $806 $0 $ 4,016 9.9%
HSC $9,270 $210 $0 $9,480 7.7%
(based on resident nursing students)
CU-Colorado Springs
National Rankings
Ranked fifth among public
Western master’s universities.
Undergraduate business is third
among master’s universities in
the West.
Nursing is tied for second
among master’s universities in
the West.
CU-Colorado Springs
Distinctions AASCU’s “most engaged”
Community and rural Colorado
outreach
Student Achievement
91 percent “pass” rate on PLACE
exam for elementary educators (78.6
% state average)
93 percent “pass” rate for RN (#1
among state universities)
1st in State CPA exam results
Communicating the Message:
The State’s return for it’s investment in CU
Return on Investment
• A Premier Public Research Institution $200
• Educating more than 40,000 Colorado
resident annually $150
$165
$ in M
• Providing the only public medical
$157
$100
education in the State
$217
• Providing jobs to over 23,000 Colorado
$155
$50
residents
• CU students and their visitors spent over $0
$742 million in Colorado in FY 2002 FY 2002 FY 2004
GF to CU Recaptured State Taxes
Partnerships: CU Institute for
Bioenergetics
Directors: Karen Newell and Robert Camley
Study of human immune system
interaction with cell metabolism
Four-campus institute
Three companies have been developed
to test theories, bring to market
(Colorado Springs, California and
Vermont).
Advances
Partnerships: Network Information
and Space Security (NISSC)
New federal funding – $3.0 million
New partnerships with Homeland Security
Educational Consortium
U.S. Northern Command
National Defense University
UCCS
University of Denver
Seed grants for Northern Command priorities
ENTREPRENEURIAL ADVANCES BY UCCS
Additional facilities acquired including the former headquarters of
Compassion International have provided needed space for growing programs.
University Hall – acquired in January, 2003, at the corner of Austin Bluffs and
Union, houses the Beth-El College of Nursing, TheatreWorks, NISSC and
engineering programs.
ENTREPRENEURIAL ADVANCES BY UCCS
Existing facilities were renovated to provide needed space for financial aid
offices, recruiting and the first orientation center for new students in the
campus’ history.
Cragmor Hall – originally built as a nursing home in the 1950’s was boarded up after being
“defunded” by the state in 2001. With the help of the Boettcher Foundation and the local
EDC foundation, the campus re-opened the building in January 2004.
ENTREPRENEURIAL ADVANCES BY UCCS
Establishing new
partnerships with Air
Force Space
Command, U.S.
Northern Command,
Air Force Research
Labs, Sandia
National Laboratory,
and other partners in
Colorado and across
the U.S.
Chancellor Shockley-Zalabak signing MOU with Mr. Lenny Martinez,
V.P. of Sandia National Laboratory, May 11, 2004.
ENTREPRENEURIAL ADVANCES BY UCCS
Additional amenities such as student housing will make the campus more
attractive to prospective students, including out-of-state students.
New $17 million UCCS Student Housing – Alpine Village, to open August, 2004
ENTREPRENEURIAL ADVANCES BY UCCS
New 500-space $7 million Parking and Public Safety Structure, to open August, 2004
OPPORTUNITIES FOR UCCS IN THE FUTURE
Improving the infrastructure on the campus through the use of authority in
S.B. 04-252 to build and renovate academic buildings.
Interior of future UCCS Science/Engineering Building
OPPORTUNITIES FOR UCCS IN THE FUTURE
Increasing the proportion
of out-of-state students in
the student body can have
significant economic
advantages for the campus
and the community.
Ex: 100 more out of
state students = $1.4
million for UCCS and a
similar infusion of revenue
to the Colorado Springs
community.
OPPORTUNITIES FOR UCCS IN THE FUTURE
Developing a strong partnership and relationship with the recently
established University of Colorado Real Estate Foundation [CUREF] with the
land available on the campus to provide new opportunities and models for the
future.
OPPORTUNITIES FOR UCCS IN THE FUTURE
Build new and renovate existing capital to position the
campus to grow
Build Science/Engineering Complex $45 million
total capital cost
Renovate Dwire $10 million
Renovate Science $5 million
Build Recreation Center $9 - $15 million
Heller Center improvements $2 - $4 million
TOTAL = $71 - $79 million in additional economic
spending with the construction industry.
OPPORTUNITIES FOR UCCS IN THE FUTURE
Redevelopment on the North Nevada corridor would improve campus
climate and amenities on western border of the campus.
Ratcheting Effect of TABOR
The Ratchet Effect
$12,000
Population + CPI
$10,000
TABOR Revenues Collected
$8,000
Millions
TABOR Limit -- THE LINE
$6,000
$4,000
Refunds
$2,000
$683 $939 $928 $442
$0 $0 $0 $31 $339 $324 $336
$0
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
Source: The Bell Policy Center, based on numbers from December 2003
Effect of Reduction of State Support and Needed Tuition
Revenues at UCCS if NO TABOR/23 Reform using UCCS’ current
share of State Support declining at same rate as other campuses
General Fund Tuition
$70,000,000
$60,000,000
$50,000,000
$40,000,000
$30,000,000
$20,000,000
$10,000,000
$0
2005 2006 2007 2008 2009 2010 2011
Achieving Enterprise Status
Why enterprise status:
Allow greater management and regulatory
flexibility
Ability to set tuition rates within
legislatively prescribed limits
Permit institutions to bond against tuition
and fee revenue in order to address critical
capital priorities when state funding is
limited
College Opportunity Fund +
Enterprise Status =
Short Term Solution
COF does not provide new state general
fund revenue under TABOR
Only option currently before us, but it will
NOT solve the funding problem
However, it will provide enterprise status
for FY2005
Moreover, we need to look at a long term
solution to fund public higher ed
CU Guiding Principles for Reform
Address reform without violating the single subject rule
Eliminate TABOR refunds, for some period of time, and
allocate the surplus
1% of tax revenues into a rainy day fund
Remainder to support K-12 and higher education
Recalibrate the base year revenue growth calculations
to 2000-2001 (last max. spending year)
Allow state revenues grow to a less restrictive formula
Eliminate TABOR ratchet permanently
During an economic downturn, suspend some or all
provisions of Amendment 23 other than enrollment
Reforms = Long Term Solution
to Public Higher Ed Funding
Ballot initiative to reform TABOR and
Amendment 23
Allow the state to spend part of its tax
revenues
Will need approval by a vote of the
people at November 2004 elections
How Would CU Attain Greater
Autonomy?
Require legislation:
Removing regulation and TABOR limitations
Allowing us to own state-owned buildings
Require substantial increase in non-state resources
Ten-fold increase in endowment
Increase in-state tuition two to three times to
replace general fund and increased aid to hold low
and mid-level income student harmless
New strategic approach to assuage brain drain and
sustain quality
We appreciate the genuine
support of the EDC and its
leadership team….
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