2015 Faculty Conference
Strategic Plan (Goal 3): Revenue and Reputation
Enhancement through Continuing and Executive
Premise: Mines has the brand and content material to
appeal to a range of off-campus audiences and
markets, thus extending our reputation while diversifying
and expanding our revenue streams

Issue for today: How do faculty view their potential
engagement in this enterprise?

Special Programs and Continuing Education (SPACE) Activities
‣ Short Courses (around 45 per year, about half taught by industry SMEs); general y in
energy – minerals – econ sectors
‣ Corporate Training (Executive Programs) 1-2 per year
‣ Conferences (typical y 3 or 5 per year)
‣ International Institute for Professional Advancement (I PA) around 10 programs per year
‣ Energy and Minerals Field Institute (EMFI) Summers - 40 years
‣ Teacher Enhancement STEM, K-12, summer camps (about 1500 teachers choose from
some 150 courses for re-licensure each year)
‣ Critical Materials Institute (DOE Hub with National Labs, seven universities and corporate
partners) 5 year grant
‣ Faculty Academy eg. Bolashak
‣ Partnerships (business schools) eg IMD

Financial Snapshot
‣  Short courses (typical y 3-5 days) register anywhere between
10-150 participants and cost about $700-1,000 per day. The most
popular (and longstanding) are Tunneling, Economic Evaluation
and PE Superschool (ideal y there's 30% margin after expenses)
‣  Faculty are either compensated via a daily rate (typical y around
$2,000 but sometimes considerably higher) or a profit sharing
contractual agreement (30/70 split with expenses coming out of
the 70%)
‣  SPACE annual total revenues are around $4.4 m (most coming
from F2F short courses and international programs

Discussion Topics
‣  To what extent do faculty have ambitions that align with continuing and
executive education?
‣  What are the key incentives for engagement?
‣  What are the incentive thresholds?
‣  What are the impediments restricting engagement?
‣  To what extent should CE activity be tightly coupled to a Department or
Center, as distinct from being independent?
‣  If coupled to a Department or Center, to what extent should that unit
recover some of the revenues?
‣  To what extent should the face of Mines CE be represented by mainstream
faculty, as distinct from off-campus professional col eagues?
‣  What potential new areas should we consider for CE? Do you have
particular interests?