CALS21 College of Agriculture and Life Sciences – Office of the Dean. The University of Arizona,...

CALS21College of Agriculture and Life Sciences – Office of the Dean. The University of Arizona, Tucson, Arizona

September 7, 2012

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.

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

This is a screen capture only.Please see below for the original version.http://cals.arizona.edu/dean/cals21/index.html

This is a screen shot.See original document below

http://cals.arizona.edu/dean/cals21/purpose-mission-vision-values.pdf

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

This is a screen shot. Go here to see the original document.http://cals.arizona.edu/dean/cals21/newstrategicplans

WHY, WHAT,HOW,WHO

Burgess 8/13/2012

WHY, WHAT,HOW,WHO

Burgess 8/13/2012

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

Problem 1: Critical and Urgent,

Collapsing IT hardware

Options: 1. Reactionary: replace IT hardware.2. Strategic: Move into CI paradigm--transformational not transactional.

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.

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.

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.

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.

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

System CPU core Storage (TB) Memory (GB)Old 12 1.4 28

New 128 16 512

CALS CI Capacity

UA HPCCommercial Cloud Solutions

• 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

Working with the reality we have and not the one that we wish we had.

$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

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

75%

80%

85%

90%

95%

100%

State Perm $ $ corrected for inflation

FY12 cf. FY06

0

50%

100%

150%

200%

250%# U

nder

grad

uate

s# G

rad.

Stud

ents

Tota

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dent

sM

inor

ity st

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ate

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- no

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FY12 cf. FY06

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

FY12 cf. FY06

0%20%40%60%80%

100%120%140%160%

Operating Metrics

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

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

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

RCM

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

UNIT

%production/%perm base

0%

100%

200%

300%

400%

500%

Degrees Granted

EFFI

CIEN

CY

FCS

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

Budget Balancing and Rescission

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

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).

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

A. 7/1 permanent funding carryoverB. Positions vacatedC. Positions filled per hiring planD. Previous hire salary commitmentsE. Merit/market/equityF. College salary rescission

$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

A. 7/1 permanent funding carryoverB. Positions vacatedC. Positions filled per hiring planD. Previous hire salary commitmentsE. Merit/market/equityF. College salary rescission

UA Faculty Hiring Plan

1.Salary 2.Other costs

Unit requests

Non-extension positions 39Extensionpositions 21Total Salary est. $4MTotal other costs est. $10M

TEMPORARY COMMITMENTS

-3,648,120

-2,685,201 $962,919

= 1,531,767

$2,545,541 between now and June 30 2013.

A. 7/1 permanent funding carryoverB. Positions vacatedC. Positions filled per hiring planD. Previous hire salary commitmentsE. Merit/market/equityF. College salary rescission

Reinvest strategically in those who are here now.

Just over $1M/year from FY14 (but ½ is already spent for FY14).

What about the rest of the university?

• 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.

http://azregents.asu.edu/ABOR%20Reports/Arizona-University-System-5-year-strategic-plan-2013-2017.pdf

Unit administrators

7/10 interim heads/directors

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.