Targets for retention rates based on CCHE Performance Contract 02/05. Each college to demonstrate increases in the five-year retention and six-year graduation rates for each underrepresented group as measured by average retention rates for each freshman cohort through 2010.

Pell Grants metric applies to undergraduate Colorado residents only. See access-related targets under Goal 2 Access and Success, 11 Graduate Enrollment and 28 Services to K-14 Schools and Students.

Access efforts to focus on STARS schools (Schools Targeted for Admission and Retention Services) and three programs coordinated by Center for Educational Access and Outreach (Talent Search, Upward Bound and Bridge Scholars). Retention programs include the Center for Advising and Student Achievement, key communities, First Generation Award Program and Governor's Opportunity Scholars.

In FY05, Colorado State employed 933 full-time tenured and tenure track faculty - virtually unchanged from FY92. Using the U.S. News and World Report formula (which counts for transitional, special and temporary basis using weighted adjustments), the student:faculty ratio was 18.4:1 (compared to 16.0:1 in FY92).

Under existing Colorado law, part-time, temporary and special appointment faculty are limited to annual appointments.

Between 2006 and 2015, approximately one-fifth of tenured/tenure-track faculty are expected to retire. Forty-three faculty members were on transitional appointments in FY05. Retired faculty and staff represent an increasingly important constituency for the university.

Academic Program Reviews are periodical examinations of programs conducted by Academic Affairs.

Post-graduate student success is defined as the percentage of students employed, attending graduate school or in public service three months after graduation.

NSSE survey asks seniors and freshmen to assess their experiences at CSU. The four criteria and CSU's percentile scores in 2005 among seniors/freshmen compared to peer institutions were as follows: Academic Challenge (98%/93%); Active Learning (98%/90%); Student-Faculty Interaction (90%/88%); Educational Experience (91%/89%). The student satisfaction survey is administered annually by Division of Student Affairs. Satisfaction score relates to re-selection of CSU based on percent of students indicating "definitely yes" or "probably" on question in exit survey of graduates. Cultural/arts attendance includes ticketed events sponsored by the Department of Music, Theatre and Dance; unticketed visitors to the Hatton Art Gallery; ticketed cultural events at Lory Student Center; and unticketed events sponsored by the Association for Student Activity Programming (ASAP).

Athletic events include football, men's and women's basketball and women's volleyball, but exclude other intercollegiate athletic events and club sports. Directors Cup is national competition that assigns points to schools based on wins and losses in designated sports. Weighted score is computed each June by dividing total points for each school in the Mountain West Conference by the number of sports in which the school competed. CSU's 2005 calculation: 197 total Directors Cup points ÷ 16 eligible sports = 12.3).

2010: 10% increase in various

indicators

In National Science Foundation survey of total research and expenditures, Colorado State ranked 58th in 1994-2001 (federally funded); 34th during 2001, and 48th in 1998-2001 (total and federally funded research).

Increases in awards and expenditures assume the faculty levels and new hires in Goals 4a and 4b. The per-faculty expenditure on the research metric primarily provides an accurate and convenient comparison metric with other institutions. Much of the university's awards activity is generated by faculty and research scientists on special appointments.

International funding initiatives are consistent with the university's international research emphasis. Sources include partnerships with universities abroad, as well as international foundations, governments and other organizations.

See Goal 4 Faculty

Approximately half of the projected new faculty hires are anticipated to be involved in grant-funded research and to generate funding at levels equal to the averages for current grant recipients. Support personnel include research scientists and support staff as well as graduate research assistants (see Goal 11b).

Library collections priorities are based on evaluation of top ten graduate programs. Library's goal is to acquire collections that meet 75% of need for monographs, 100% for core journals and 100% for essential databases. Special emphasis is required on grant-supported/grant-specific research collections. Digital archives project includes electronic access to theses and dissertations, faculty pre-prints, portfolios, public policy documents, data sets, etc.

Foothills campus infrastructure will be addressed as part of the master building plan (see Goal 34).

Laboratory construction projects listed are expected to be funded from available funds.

Construction costs for new faculty offices by 2015 are projected at $30 million at a cost of $100,000 per office (gross square footage). Additional laboratory expenditures by 2015 are expected to be $115 million at an average cost of $675,000.

Stewardship of natural resources depends on expertise that spans the social, natural and management disciplines. These disciplines are represented in several colleges at CSU. The Warner College of Natural Resources will lead an interdisciplinary effort to achieve this goal by coordinating efforts among colleges.

Colorado State signed the Talloires Declaration in 2001.

Cooperative Extension programs address food and nutrition (EFNEP), food stamp nutrition education (FSNE), diabetes prevention, obesity reduction, food safety. Other programs include those sponsored by Health and Exercise Science devoted to adult fitness, heart disease prevention and youth obesity.

MPH degree program approved at phase 1 level by Council of Deans. Outreach program will involve colleges and departments, Division of Continuing Education and Cooperative Extension.

Key ratios are widely accepted institutional performance measures that allow comparisons between CSU and other institutions.

Primary Revenue - compares expendable net assets to total expenses, indicating how long the institution could function without relying on additional reserves generated by operations.

Return on Net Assets - measures the institution's ability to generate overall return against all net resources, evaluating whether the institution is financially better off than in previous years.

Net Operating Revenues - indicates whether total operating activities resulted in a surplus or a deficit in the current year, indicating whether institution is living within its available resources.

Viability - the availability of expendable resources to cover current debt

Efficiency Ratio - compares CSU's spending on institutional support (versus teaching and research) to the average percent of budget spent by peers.

Debt as a % of unrestricted funds - an indicator of the institution's ability to borrow. Moody's Rating Service recommends an absolute 7% maximum.

Differential tuition is an important way to enhance revenues and manage expenses in programs with high demand, high cost, or high potential return on investment for the student.