All Campus Meeting
January 31, 2018


Chrome River Implementation
Spring Semester 2018
 January
 System Testing
 February/March
 System Training
 Business Process Design
 March/April
 System Implementation

Contract & Research System (CRS) Implementation Update
 Phase I – University-wide implementation (excluding ORA)
 90 unique Mines contract types being supported by 52 document templates
 11 contract offices across A&O, Student Life, VPRTT & President Office
 Approver & signer training January and February
 Go-live date is March 1
 Phase II – ORA implementation
 Support research contracts – proposals, awards, projects & consortia
 Convert the current research contract system (Cayuse) to CRS
 Design has begun
 Anticipate an 18-24 month implementation schedule

 Survey respondents and
focus group participants
reported a shortage of
high quality care in the
 Child care challenges are
also negatively impacting
research, education, and

Provost Search
Storbeck/Pimentel and Associates
Provost Search Committee:
Karin Ranta-Curran, AVP Organizational
Kirsten Volpi, Chair
Tom Boyd, Interim Provost
Jahi Simbai, Director, Graduate Studies
Dan Fox, Vice President of Student Life
Amy Landis, Faculty, Professor
Tracy Camp, Professor and Dept Head
Robert Kee, Faculty, Professor
Angus Rockett, Professor and Dept Head
Kevin Moore, Dean, CECS
Reed Maxwell, Professor
Toni Lefton, Teaching Professor
Terri Hogue, Professor and Dept Head
Jerry Bourne, Teaching Professor
Kim Medina, Director of Admissions
Ryan Courtney, Graduate Student Rep
Undergraduate Student TBD
 First Committee meeting - January 23rd
 Search Firm will be on campus week of February 5th and February 12th to hold focus
groups to get feedback on expectations/thoughts of Mines’ Provost
 On campus interviews ~April

403(b) Tax Deferred Voluntary Retirement Plan Consolidation
 RFP awarded to VALIC
 Lower fees to employees increases $$ that go to investments
 Next steps:
 Complete all documents needed to implement plan
 Determine the investment fund choices
 Begin campus communications / information sessions – April
 Hold transition education sessions
 Establish individual financial advising sessions – VALIC
 Mines Plan Committee working with advice from Innovest Portfolio
Solutions, Inc.

Construction Update
 Heating Plant Renovation

Plant is providing steam to campus, commissioning continues through February
 18th Street Plaza

Plaza is open, punch list should be completed in April
 CoorsTek
 Building is in use, punch list work continues, 16th St Plaza to start March
 Campus Generators
 Project complete May
 Campus Energy Performance Contract

Campus wide energy efficiency projects – lighting, HVAC, energy retrofit – Spring 2018
 Green Center Chiller Plant
 Phase 1 Phase 1 (Green+ Hill) Bids March, starts after Green Center abatement (summer 2018)
 The Green Roof Replacement and Renovation begins in March 2018 with core
construction complete in July 2019. Programming continues to determine the best use of the
facility. Construction will begin in the summer of 2019 and will be complete by Spring
semester 2020.

Capital Planning
 Master Plan
 Process has begun and will continue throughout the spring
 Will be holding campus sessions this spring semester – first session week of
February 5th
 The new Classroom Building and Parking Garage continues through
the design phase. The new structure will provide approximately 900
parking spaces and state of the art classrooms. In addition to parking and
classrooms, the building will be home to the Trefny Center for Innovative
Teaching and Learning, Environmental Health and Safety, and Access
Services. Construction will begin summer 2018.
Classroom Building and
Parking Garage

Mines is uniquely positioned to make significant contributions to, and be
recognized as a global leader in subsurface exploration, resource
valuation and extraction, infrastructure development, and hazard
mitigation. The USGS’ mission is to “…provide science about the natural
hazards that threaten lives and livelihoods; the water, energy, minerals, and
other natural resources we rely on; the health of our ecosystems and
environment; and the impacts of climate and land-use change”.
Together, through co-location, we can create, nurture, and support a thriving
intellectual hub on the Mines campus that will fundamentally change how
we advance education, science, and solutions related to discovery,
characterization, and engineering projects occurring in the subsurface.

Early Facility Considerations
 Space: 150,000 GSF
 Laboratories (research and teaching)
 Office space
 Public space
 Etc.
 Shared by Mines and USGS
 Mines occupants could be
 Programs who work in areas related to discovery,
characterization, and engineering projects
occurring in the subsurface
 Others
 Likely USGS Occupants
 Geology, Geochemistry, Geophysics
 Earth Resources Sciences Center (Energy)
 Others
 Shared equipment – incl HPC cluster(?)
 Parking Garage ~ 360 underground spaces
 Do not have Board approval yet

Residence Hall Opportunity
 Apartment style Residence Hall
 Initial plan – Sophomores to Seniors
 242 beds (111 units)
 Plus 182 space parking garage
 Confluence Company owns land – 1750 Jackson Street
 Mines would buy the land and engage in an agreement - Lease/Purchase
 Possible open date August 2019
 Do not have Board approval yet
1600 Jackson
1750 Jackson


High Level Recommendations
The seven project teams are as follows:
Explore a Shared Services
Identify opportunities to improve
Identify opportunities to reduce
model to deliver transactional
the quality and efficiency of the
barriers to efficiency in
services for HR, Finance, and
Registrar function
Research Support
Kickoff a Culture of
Explore opportunities
Develop a Strategic
Launch an HR Strategic
Excellence Initiative to
to streamline and
Technology Roadmap
Planning Initiative to
improve campus culture
improve institutional
and plan for the future
reimagine the future of

Shared Services Team
Controller’s Office Update
 Phased Approach
 Immediate Need due to Chrome River Implementation
 First phase will be to prepare travel for Academic Faculty
 Open Positions
 Preparer of travel and expense reports
 2 positions
 Posting first week of February
 Future Phases/Possible Model – still assessing recommendations
 Upcoming Info Sessions in February

Registrar Team
Culture of Excellence Team
Prioritization Matrix
Cost to Implement
Time to Implement
H = > $250,000
H = > 1 yea r
Hi gh = s i gni fi ca nt di ffi cul ty/res i s ta nce
Criteria Definitions
M = $50K - $250K
M = 6 mos . - 1 yea rMedi um = modera te di ffi cutl y/res i s ta nce
L = < $50,000
L =< 6 months
Low - Li ttl e to no di ffi cul ty/ res i s tence
Cost to
Life Cycle
Time to Implement
Registrar Team
Reviewed 45 of 97 total recommendation
Sample Recommendations:
 Provide dedicated full-time front desk staff members
 Develop effective, forward-thinking classroom space planning
 Automate Blue Form (Registration Action Form) processes
Culture of Excellence Team
Reviewed all 31 recommendations
Sample Recommendations:
 Conduct a culture assessment/survey by an external expert
 Ensure effective communications around major changes on campus
 Create a consistent, seamless, and welcoming onboarding and orientation
process for all employees

Research Support Team
The team is finalizing recommendations to be presented to the Sponsors
 Recommendations address strategic and operational opportunities
 The team included a broad representation from campus including: research
active faculty, research support staff, office of the VPR and ORA staff
 We anticipate input from Stefanie Tompkins (the new VPRTT) when she
arrives on campus

Policy Team
Governance Structure - DRAFT
In identified circumstances, the Board is responsible for approval of new or modified policies
of Trustees
Identified Approval
Responsible for approval of all new or modified employment policies
 Provide guidance to policy committee
Associate Vice
 Review recommendations from policy committee
 Approve recommendations
Strategy and Support  Review with Cabinet and/or identified approval source
Campus Input if Required
 Review requests for policy changes or new policies
 Review mandatory regulatory changes impacting policy and drafted policies for consideration
 Staffed and supported by Policy Manager
 Determine required level of campus input
 Review campus input and make changes as necessary
 Formulate recommendations for approval
 Serves as central point of contact for policy revisions and government-related policy changes
 Facilitate process to ensure proper approvals and communication
Compliance Systems  Ongoing maintenance and tracking of policies
and Policy Manager
 Research new or revised laws/regulations that may impact policies and gather input from
Responsible Units/Employees/Students
 Work with Responsible Unit to draft and format policy
 Identify need for new or modified policies
 Identify need for new or modified policies

Identify and communicate regulatory
 Identify and communicate regulatory
changes to Policy Manager
changes to Policy Manager

Information Technology Team
Status & Next Steps
 Vision (7 statements)
 Imperatives (~11)
 Strategies (~xxx)
Next steps:
 Campus feedback and focus groups
 To be scheduled - end of February
 Review / incorporate feedback
 Identify Actions / Action Plans
 Strategic Plan
 Technology Plan / IT Master Plan
 Specific Action Items / Roadmap to success - Recommendations

Human Resources Team
Organizational Strategy
To better support the Mines community and enhance a positive Mines culture, we
have brought several different programs together to provide efficient and effective
consultation services.
 Human Resources
 Consultative and strategic employment
support for campus departments
 Compensation & Benefits
 Recruitment & Retention
 Organizational Development
 Employee Learning and Development
 Title IX
 Education and Awareness programs
 Providing resources
 Title IX process management
 Compliance & Policy
 Supports a transparent, user-friendly approach to policy development and implementation
 Partners with campus departments on compliance initiatives
 Investigations
 Conducts internal investigations of situations where there may be legal or policy concerns
 Manages external consultants who conduct investigations for Mines

Total Compensation Benchmark Project
Evaluates Mines’ total compensation (salary and benefits) market competitiveness
Committee guidance
 Academic Faculty; Administrative Faculty; Oversight Committee
Overall findings
 Mines-fully paid health and dental premiums adds ~ $5,200 to salary
 Retirement contributions approximate average and median amounts
 Total compensation is competitive with market
Administrative Faculty
 Five survey sources: CompAnalyst, CUPA-HR, MSEC, HEITS, Willis Towers Watson
 Total compensation at 102% of median (aggregate)
Academic Faculty
 Two survey sources: ASEE and CUPA-HR surveys
 Analyzed by rank and discipline
 Total compensation at 93% of median (aggregate)
Next steps
 Establish parameters for analyzing individual compensation
 Establish consistent method for assessing non-benchmark salaries
 Establish budget and timeframe for implementing changes
 Hold campus forums to present findings and explain process going forward – likely April