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![Page 1: CALS21 College of Agriculture and Life Sciences – Office of the Dean. The University of Arizona, Tucson, Arizona September 7, 2012.](https://reader038.fdocuments.net/reader038/viewer/2022110116/551704ba550346fe558b50d3/html5/thumbnails/1.jpg)
CALS21College of Agriculture and Life Sciences – Office of the Dean. The University of Arizona, Tucson, Arizona
September 7, 2012
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Motivation
1. Budget reality: rescission and existing deficit.
2. We live in a new world and we need to deliver in and for this new world.
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CALS21: Active Strategic Thinking/Planning (Jan-July 1, 2012)
EC: CALS Strategic Plan (WHY, WHAT, HOW, WHO). Budget Re-Alignment
SUBJECTIVE: “WHY” and “WHAT” we need to do”. First attempts at “HOW”.
Spring Summer Fall SemesterWinter
AD’s + Cabinet Officers review & Strategic planning for their responsibility area
CALS21 Plan enacted
External Stakeholder Input
Strategic thinking A. facilitated by heads: 12 Questions
Strategic thinking B. facilitated by heads: Refined questions. By April 15
Unit Strategic Plans facilitated by unit heads. By May 15
UNITS
May 15
EC HODS, CEDs, AEDs
CALS’Faculty
Facilitated Visioning
OP&CD; ED&CES; Res & AES; and other Cabinet areas: Strategic Plan Realignment to fit CALS21
Unit Strategic Plan Realignment to fit with CALS21.
REVIEW
OBJECTIVE: Where are we now and what more information do we need to determine WHAT we need to do and HOW?
Faculty Consultative Group on Efficiencies, Effectiveness and Innovation
Ancillary data: e.g. Unit Annual Reviews, Recent Academic Program Reviews
Dean’s Research Advisory Council
Economics Education taskforce
Exec Council & Admin Cabinet data collection and evaluation
Staff Council & Appointed Professionals Council
Burgess 8/13/2012
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This is a screen capture only.Please see below for the original version.http://cals.arizona.edu/dean/cals21/index.html
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This is a screen shot.See original document below
http://cals.arizona.edu/dean/cals21/purpose-mission-vision-values.pdf
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CALS21 GRAND VISION PILLARS
Research & Extension
Instruction
People
Organization
Infrastructure
Finance
World leader in developing resilient societies in arid & semi-arid regions
Friendly, receptive learning environment
Most sought-after place to work on campus.
A smaller, leaner, more efficient college administration that takes full advantage of technology
Seek out and use wisely all
financial resources to support mission
Double research
Multi-disciplinary R/T/E integration & coordination
Center of excellence in applying cyber-infrastructure to the college extension, teaching, and research missions.
Focus on professional growth through leadership and professional development.
A strategic partner in energy.
Empower students to attain their full potential
Focus on business excellence
Focus on communication through coordinated and professional CALS branding, marketing and communication.
Financially disciplined and
accountable
A key partner in life sciences, medicine
and human biology Responsive to emerging issues related to human health and well-being
Be the most cyber-savvy UA college
Recognized for launching careers in applied professional areas
High per-capita investment in high-performers both though salaries and supporting investments.
Improve county, state, & federal legislative communication.
Invest in cyberinfrastructure so everyone in CALS, and our stakeholders can easily participate and also decreases the need for individual IT investments.
Strongest culture of philanthropy and development
Responsive to regional needs and able to take global advantage of the skills we have.
Best HR practices in hiring, retention, and career development.
Best and best-utilized physical plant
Diversify funding base and aggressively pursue new revenue opportunities.
Demonstrate and articulate CALS’ research & extension economic impact
Lead in new learning paradigms especially in hybrid “bricks & morter”/e-learning paradigms.
Focus on professional education
Recognize and reward exceptional teaching
Focus on enablement and partnerships in addition to accuracy and accessibility and not enforcement. Be known for the best communication on campus.
Most engaged and empowered on campus.
Engaged with and enabling for our communities
Embrace performance based financing and be known for being exceptional stewards of public investment.
Central player in the bioeconomy
Burgess 8/13/2012
Have enabling and not policing administrative staff
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This is a screen shot. Go here to see the original document.http://cals.arizona.edu/dean/cals21/newstrategicplans
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WHY, WHAT,HOW,WHO
Burgess 8/13/2012
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WHY, WHAT,HOW,WHO
Burgess 8/13/2012
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24 Recommendations under: General/Education/Research/Extension/Business
Delivered to the Assoc. Deans. 1. Faculty2. CALS Organization3. CALS Business Functions & Infrastructures4. Revenue Generation5. Cost Reduction
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Problem 1: Critical and Urgent,
Collapsing IT hardware
Options: 1. Reactionary: replace IT hardware.2. Strategic: Move into CI paradigm--transformational not transactional.
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Problem 2: Chronic and important, no one seems to know what we really do and we don’t have good ways to tell them and we don’t know what people want.
Solution: professionalize our branding, marketing and communication.And MEASURE the ROI.
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CCT’s Goals
• Targeted, effective and efficient marketing, branding and communications with clear ROI metrics and goals.
• Stable and growing CALS21 Cyber-Infrastructure (hardware, software, people) so that CCT is integral to CALS T,R,S competitiveness.
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Publications to Marketing; IT to Cyberinfrastructure; Managing Learning Facilities to Facilitating E-Learning Spaces; Video “Productions” to message and story clips targeting specific audiences that are easy to use ubiquitously.From Accuracy and Accessibility (delivering what is expected and as needed, i.e. email, etc.) to customization and responsiveness through Partnership and acting as enablers and facilitators to give Advice to help guide faculty and staff to where can get the services they need or to establish new directions.
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External Relations • Marketing Plan– “everything is connected to everything else”• Seven teams working on finding a coherent brand that fits all of
CALS; logo collection; bringing consistency in print and online; public relations, emergency response and marketing strategies; and increasing news coverage.
• CALS identity guide will contain branding guidelines; logo, font, and color standards.
• Toolkit to contain images, logos, templates, branding messages.• Promotional materials will be made available that reinforce our
brand.• Training sessions -- in person and on-line -- will focus on topics
such as dealing with the press, preparing materials locally, sharing success stories, and contributing images to our collection.
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Computing Spectrum
Personal
cloud
Loca
l
serve
rs virtual
serve
rs Loca
l
HPC
Direct supportTeach./Res./Ext. computing
facilitation
GISReal-time; peer-to-
peerBio-Informatics
“Big Data” analysis
Access to InternetData on serverStatic html websites
Content management systemsMobile applicationsIntegrated databases
Information Technology CyberInfrastructure
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System CPU core Storage (TB) Memory (GB)Old 12 1.4 28
New 128 16 512
CALS CI Capacity
UA HPCCommercial Cloud Solutions
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• Fiona McCarthy, Co-chair, Veterinary Science and Microbiology• Barron Orr, Co-chair, Natural Resources and the Environment• Randy Burd, Nutritional Sciences• Bonnie Hurwitz, Health Affairs Administration• Eric Lyons, Plant Sciences• Robert MacArthur, CALS Communications and Technologies
To advise the CCT and EC on how CALS will become the most "cyber-savvy" college on campus and of its type in the world.
Includes T/R/S and being best at enabling all members of CALS (employees, students, stakeholders and "clients") to be part of, and benefit from, the growth in computer and computational sciences, regardless of their background or expertise, and doing so in the most cost effective way possible.
Identify what we should do in IT and CI in the college and what should be done at the UA level by the CIO.
CALS CYBERINFRASTRUCTURE ADVISORY GROUP
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Working with the reality we have and not the one that we wish we had.
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$0
$10,000,000
$20,000,000
$30,000,000
$40,000,000
$50,000,000
$60,000,000
00 01 02 03 04 05 06 07 08 09 10 11 12 13
State Permanent Base dollars
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State Permanent Base dollars real value
$0
$10,000,000
$20,000,000
$30,000,000
$40,000,000
$50,000,000
$60,000,000
$70,000,000
$80,000,000
fy89 fy91 fy93 fy95 fy97 fy99 fy01 fy03 fy05 fy07 fy09 fy11 fy13
Buying power in 2012 dollars
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75%
80%
85%
90%
95%
100%
State Perm $ $ corrected for inflation
FY12 cf. FY06
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0
50%
100%
150%
200%
250%# U
nder
grad
uate
s# G
rad.
Stud
ents
Tota
l Stu
dent
sM
inor
ity st
uden
t %St
ate
perm
$/s
tude
ntUn
derg
rad.
Reg
istra
tion
& Tu
ition
- re
siden
tUn
derg
rad.
Reg
istra
tion
& Tu
ition
- no
n-re
siden
t
FY12 cf. FY06
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0
20%40%
60%
80%
100%120%
140%
CAL
S Adm
in su
ppor
t
# Sta
ff
# App
oint
ed
Prof
essio
nals
# T/C
Facu
lty % changeemployeeswith softmoney insalary c.f.FY2000
FY12 cf. FY06
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FY12 cf. FY06
0%20%40%60%80%
100%120%140%160%
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Operating Metrics
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State Permanent Base Salary Distribution
$0
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
00 01 02 03 04 05 06 O7 08 09 10 11 12 13
$ allocated to Instruction$ allocated to Research$ allocated to Extension
220225230235240245250255260265270
00 01 02 03 04 05 06 O7 08 09 10 11 12 13
Total T/C-track FTE
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0.0
0.5
1.0
1.5
2.0
00 01 02 03 04 05 06 O7 08 09 10 11 12 13
RatioT/C track: AP faculty
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0500
1,0001,5002,0002,5003,0003,500
00 01 02 03 04 05 06 O7 08 09 10 11 12 13
Total Undergraduate Students
$0
$5,000
$10,000
$15,000
$20,000
$25,000
00 01 02 03 04 05 06 O7 08 09 10 11 12 13
State Perm Dollars/student
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RCM
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ABE
AREC
AG ED
ANSCI
ENT
FCS
NUTSCI
PLANT SCISNRE
SWES
VSM R² = 0.34
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
0% 5% 10% 15% 20%
% d
egre
es c
onfe
rred
% PERM BASE
% DEGREES CONFERRED RELATIVE TO % PERM BASE
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UNIT
%production/%perm base
0%
100%
200%
300%
400%
500%
Degrees Granted
EFFI
CIEN
CY
FCS
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ABE -4.49% -4.09%AREC -0.11% 1.10%AGED -2.78% -2.48%ANSCI -2.77% -3.33%ENT -3.21% -3.21%FCS 12.36% 16.78%NUTSCI 7.39% 4.99%PLANT SCI -8.18% -8.01%SNRE -7.20% -8.33%SWES -2.00% -3.73%VSM 11.60% 12.14%
DIFFERENCE IN PERM BASE BASED ON DEGREES CONFERRED
DIFFERENCE IN PERM BASE BASED ON UNDERGRADUATE ENROLLMENT
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Budget Balancing and Rescission
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FOLLOWED BY A 5% OPERATING BUDGET RESCISSION
=8.75% decrease from CALS’ Central Operating budget
FY14 further 2% permanent cut?
FY15 Predicted State Budget deficit ~500M
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1. Deficit reduction2. Budget rescission.3. Policy “Holiday” credit to units. Original: up to
50% for retirements Jan 1-June 30 FY12. Final: 50% for entire of FY12. Further optimized to benefit
the units by unified budgeting.
4. Still needed to find $115,552 and this was distributed proportionally to those units that had not contributed by RIF (and who had also contributed the least).
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Share of Total CALS Budget Share of cut as cash
Academic units 59% 11%AES 12% 29%CES 12% 0.3%CALS Central 16% 60%
$>13M Discretionary funds
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A. 7/1 permanent funding carryoverB. Positions vacatedC. Positions filled per hiring planD. Previous hire salary commitmentsE. Merit/market/equityF. College salary rescission
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$0
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
FY14 FY15 FY16 FY17
Animal SciEntomologyFCSNutritional SciPlant SciSNRESWESAnnual Total
$1,647,558
FY14-17
BIO5Schlinger FoundationDoDEnv InitMexican Am StudiesVASpousal HireAZ Water Inst.USGS
Existing commitments requiring permanent salary lines
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A. 7/1 permanent funding carryoverB. Positions vacatedC. Positions filled per hiring planD. Previous hire salary commitmentsE. Merit/market/equityF. College salary rescission
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UA Faculty Hiring Plan
1.Salary 2.Other costs
Unit requests
Non-extension positions 39Extensionpositions 21Total Salary est. $4MTotal other costs est. $10M
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TEMPORARY COMMITMENTS
-3,648,120
-2,685,201 $962,919
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= 1,531,767
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$2,545,541 between now and June 30 2013.
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A. 7/1 permanent funding carryoverB. Positions vacatedC. Positions filled per hiring planD. Previous hire salary commitmentsE. Merit/market/equityF. College salary rescission
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Reinvest strategically in those who are here now.
Just over $1M/year from FY14 (but ½ is already spent for FY14).
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What about the rest of the university?
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• Biological and biomedical systems, with special emphases in translational and clinical health sciences, bioinformatics, and biotechnologies;
• Environment and sustainability, with special emphases in water, climate, energy, arid lands, policy, and sustainable design;
• Space sciences and related technologies, with special emphases on leveraging our strengths in the physical sciences to expand cross-college collaborations;
• Technology and society, with special emphases on information and data science (“big data”), information management, transport, and security, as well as digital cultures and access, human interfaces and autonomous/robotic systems;
• Global impact, with special emphases on international, transnational and area studies as well as world literatures, languages, histories and arts;
• Regional roots, with special emphases on Southwestern cultures and borderlands, as well as professional education, workforce development and community engagement.
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http://azregents.asu.edu/ABOR%20Reports/Arizona-University-System-5-year-strategic-plan-2013-2017.pdf
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Unit administrators
7/10 interim heads/directors
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We live in a new world and we need to deliver in and for this new world.
We need to do no less than reinvent the college and its units and how it works for us first and then our stakeholders.