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Home My WebLink AboutCOUNCIL - AGENDA ITEM - 07/21/2020 - COVID-19 UPDATE: EDUCATIONAL INSTITUTIONS AND THEFALL 2020 UPDATES: Planning, Budget, and Return to Campus Joyce McConnell, CSU President | July 21 Fort Collins City Council Meeting Mapping the Road to Recovery Fall 2020 Planning Process GUIDING PRINCIPLES  Health and safety  Fairness and equity  Land-grant mission  Rapid decision-making with inclusive input  Student access, affordability and success  Operational continuity beyond COVID-19  Payroll protection PRIORITIES  Teaching: Excellent, innovative education that is accessible, inclusive, equitable and designed for the success of a diverse student body;  Research: Transformative research with impact in all disciplinary areas;  Engagement: Purposeful engagement with Colorado communities and beyond to meet community-identified needs;  Workforce: Payroll protection; retention of full-time permanent employees; focused recruitment, equity and success of diverse faculty and staff;  Finance: Sustainable financial future. Committed to a balanced budget plan! RECOVERY DECISION STRUCTURE  Recovery Decision Committee • Final budget decisions by President, Provost and Chief Financial Officer  Recovery Advisory Committee • Focused revenue modeling and expense control by representatives of faculty, administrative and classified staff  Working groups advise the Recovery Advisory Committee in the following areas: • Advancement/Foundation • Athletics • Auxiliary Operations • Communications • Engagement and Extension • Parking and Transportation • Public Health • Research • Student Life Teaching and Learning Technology Implementation • Veterinary Medicine, Veterinary Hospital and Medical School • Workforce Support SCENARIO PLANNING  Best-case Scenario: ● Summer semester remote ● Reopening work on campus thru Summer ○ Research ○ Engagement ● Fall semester on-campus ○ Face-to-face teaching starts on time ○ Contingency for another peak in the virus  Middle-case Scenario ● Summer semester remote ● Fall semester begins remote and moves to face-to-face later in Fall ● Contingency for another peak in the virus  Worst-case Scenario ● Summer semester remote ● Fall semester remote ● On-campus and extended operations delayed to January 2021 ● Contingency for another peak in the virus STRATEGIC INVESTMENTS  Tenure Track Faculty: promotions  Non-Tenure Track Faculty: promotions and increasing compensation floor  Administrative Professional & State Classified employees: promotions  $1M IT infrastructure  $500K Research  $500K Student Success  $522K Mental Health Initiative  $350K Title IV Program  $350K HR and Procurement  $1M Marketing via University Communications  $500K Public Safety CHALLENGES AND OPPORTUNITIES  Challenges • Enrollment projections are below last year • Cost for COVID testing, tracking, sanitizing, quarantining, etc. • Impact of remote learning following Fall break to Housing and Dining revenue  Opportunities • Expenditure reductions due to policy changes, i.e. cell phones, • Expenditure reductions due to strategic reorganizations, streamlining and centralizing administrative functions The Budget Outlook Fall 2020 Planning Process WHERE THE MONEY COMES FROM THE CHALLENGE  CSU's budget is of a dynamic nature: • Multiple funding sources can be grouped into three "buckets": ○ Research enterprise, ○ Auxiliary enterprises, and ○ E&G budget (state appropriation and tuition). • The COVID-19 Pandemic has created unprecedented challenges for CSU: ○ Percentage of decrease across CSU revenue sources range from a 58% cut in the State appropriation on the high end to an anticipated 7% drop in tuition and fees. • Additional expenses to manage COVID-19 response, including ○ $2.1M for additional teaching costs due to social distancing requirements; ○ $2.2M-$3M for testing, tracing and quarantining; and ○ $188K one-time, plus $120K base for FY22 to cover remote classroom set-up and maintenance. • Total of $4.5M-$5.3M one-time expenditures, plus an additional $120K cut to FY22 base. THE RESPONSE  FY20-21 budget is a one-year fix • $38M - $20M Board Reserve and $18M new debt LOOKING FORWARD  The new reality: • Cuts made this year to base budget are permanent. • Need to identify new, recurring funding sources. • CSU expects shortfalls to continue into FY22 and FY23. While the Board has indicated some future funding may be available, we cannot count on the same level of support and one-time resources we've had this year. • Things are going to be tough – there are no easy answers. • We need to be all-in to confront this – sustaining CSU is Job One. We can't focus on individual units or needs, but rather on the institution that comprises them. INVESTING IN DIVERSITY AND EQUITY  More than $82 million invested since 2015 • $11.1M – Diversity programming • $1.6M – Diversity/inclusion staff investments • $26.1M – Staff training $3.4MStudent-focused initiatives • $4.4M – VP for Diversity & Cultural Centers  Other Investments • RBEI $100K for FY20 and more planned for FY21 and FY22 • Post-doc program $600K over the past two years • School of Education hiring more than $300K over the past three years  Overall 43% increase over the past 6 years CAMPUS, COMMUNITY, AND PERSONAL SAFETY  CSUPD has been in alignment with 8cantwait and other humanitarian guidelines for use of force for many years.  The CSUPD Use of Force Policy can be found on the CSUPD website.  President McConnell is convening a Presidential Task Force on Campus, Community and Personal Safety. Membership was announced last week and initial recommendations will be due mid- August. Return to Campus Fall 2020 Planning Process FALL 2020 PLAN Colorado State University is committed to the health of our students, faculty, staff and visitors. As we plan for and begin our Fall 2020 semester, we are developing a comprehensive plan that facilitates an on-campus, in-person semester, providing a framework for continued excellence in learning, teaching, research, and engagement. LEARNING AND ACADEMIC INTERACTIONS  CSU is planning to deliver courses in-person in the fall as much as possible. • CSU will use technology as much as possible to assist in complying with public health precautions. • All classes will be moved online after Thanksgiving for the final two weeks of the semester and finals. • Academic activities will be designed for physical distancing and masks will be required. • Faculty office hours and student-instructor interactions will follow public health guidelines.  The majority of classes will be face-to-face or hybrid. • This plan continues to evolve and can change until the beginning of fall semester. • Because this work takes time and public health orders can change, CSU will not finalize class schedules and locations until right before classes start. LEARNING AND ACADEMIC INTERACTIONS  Classroom crunch: • 7,000: This is the rough number of classes CSU must accommodate either in-person or online for fall. Some classes will split into sections and be taught multiple times a week. • 1,000: The number of classrooms available on our Main campus • 50 percent: Classrooms cannot exceed more than 50 percent of normal capacity, as set by fire code, so larger classes scheduled in traditional classrooms must be moved—including some to online—in order to make space for socially distanced classes that will require larger classroom spaces. • 6 feet: CSU must provide 6 feet of distance between all of those in a classroom, regardless of capacity LEARNING AND ACADEMIC INTERACTIONS  Creative solutions: • Added many additional sections to the class schedule • Added evening sections, including more 4-8 p.m. classes when classrooms typically have not been filled ○ May also schedule some face-to-face class sections on Saturdays • Transformed non-classrooms spaces to accommodate added sections ○ Classes will be held in ballrooms, fieldhouses, and other spaces • Doubled the number of classrooms with online delivery technology for hybrid classes • Invested in new technology to accommodate students who may need online delivery for health reasons • Hiring additional instructors to teach additional class sections • Training instructors how best to provide excellent online delivery ADDRESSING EXPOSURE AND ILLNESS  COVID-19 testing: • CSU Health Network has the ability to order and perform COVID-19 tests for students. • CSU is formulating strategic options for community testing as part of a comprehensive platform for monitoring the health of our community.  Tracking COVID-19: • CSU’s public health experts will work with health departments to track and trace illnesses and exposures. • Those who test positive must self-isolate. A plan is in place for students in residence halls who need to quarantine or self-isolate.  Contact tracing: • Officials will track an ill person’s activities and contacts, provide education about self-isolation, quarantining, and preventative measures. • Anyone exposed to someone known to have COVID-19 and those who become ill are expected to help trace contacts with others who may now be at risk of becoming ill or infecting others.  Teaching and learning: • Faculty and instructors will design courses that can be taught online or via technology if an instructor becomes ill or is exposed. • Courses will be flexible and able to adapt to changing conditions, including a return to virtual learning. CAMPUS PRECAUTIONS  Expectations • All students, faculty and staff will be expected to comply with public health guidance and contact tracing, and must sign a acknowledgement form that they will do so. • While on campus, everyone will be expected to wear a mask, wash hands often with soap and water, avoid gathering in groups, and practice physical distancing.  Student Preparations • Students who are able, should bring a care kit with them for the Fall semester: ○ A thermometer to monitor for fever ○ At least two reusable, washable cloth face masks ○ Basic cold and flu medications ○ Hand sanitizer or hand wipes ○ A 30-days supply of their prescription medications that they routinely take (non-COVID related) ○ Their health insurance information CAMPUS PRECAUTIONS  Employee Preparations • All employees should continue to work remotely until their return to a campus has been approved through an official process via the Pandemic Planning Team. • Employees returning to campus must monitor for symptoms and report them daily through the symptom screener. This includes taking your temperature and reporting any flu-like symptoms including coughing. • Individuals who are at higher risk for severe illness include those with the following conditions: • Work areas cannot exceed more than 50 percent of normal capacity, as set by fire code, and CSU must provide 6 feet of distance between all of those in a work area, regardless of capacity ○ 65 or older ○ Asthma ○ Chronic kidney disease requiring dialysis ○ Chronic lung disease ○ Diabetes ○ HIV ○ Immunocompromised ○ Pregnancy ○ Serious heart condition ○ Severe obesity UNIVERSITY SERVICES  The status of various university services is subject to change. Please visit https://covidrecovery.colostate.edu/university-services/ for the latest information.  For Parking and Transportation updates, please visit: https://covidrecovery.colostate.edu/transportation-and-parking/ Questions? Fall 2020 Planning Process Thank you