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CALS21 College of Agriculture and Life Sciences – Office of the Dean. The University of Arizona, Tucson, Arizona September 7, 2012.

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Presentation on theme: "CALS21 College of Agriculture and Life Sciences – Office of the Dean. The University of Arizona, Tucson, Arizona September 7, 2012."— Presentation transcript:

1 CALS21 College of Agriculture and Life Sciences – Office of the Dean. The University of Arizona, Tucson, Arizona September 7, 2012

2 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.

3 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 atHOW. Spring Summer Fall SemesterWinter ADs + 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 Deans 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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6 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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8 WHY, WHAT, HOW, WHO Burgess 8/13/2012

9 WHY, WHAT, HOW, WHO Burgess 8/13/2012

10 24 Recommendations under: General/Education/Research/ Extension/Business Delivered to the Assoc. Deans. 1. Faculty 2. CALS Organization 3. CALS Business Functions & Infrastructures 4. Revenue Generation 5. Cost Reduction



13 Problem 1: Critical and Urgent, Collapsing IT hardware Options: 1. Reactionary: replace IT hardware. 2. Strategic: Move into CI paradigm--transformational not transactional.

14 Problem 2: Chronic and important, no one seems to know what we really do and we dont have good ways to tell them and we dont know what people want. Solution: professionalize our branding, marketing and communication. And MEASURE the ROI.

15 CCTs 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.

16 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. , 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.

17 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.


19 Computing Spectrum Personal cloud Local servers virtual servers Local HPC Direct support Teach./Res./Ext. computing facilitation GIS Real-time; peer-to- peer Bio-Informatics Big Data analysis Access to Internet Data on server Static html websites Content management systems Mobile applications Integrated databases Information Technology CyberInfrastructure

20 SystemCPU coreStorage (TB)Memory (GB) Old New CALS CI Capacity UA HPC Commercial Cloud Solutions

21 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


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

24 $0 $10,000,000 $20,000,000 $30,000,000 $40,000,000 $50,000,000 $60,000, State Permanent Base dollars

25 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 fy89fy91fy93fy95fy97fy99fy01fy03fy05fy07fy09fy11fy13 Buying power in 2012 dollars

26 75% 80% 85% 90% 95% 100% State Perm $$ corrected for inflation FY12 cf. FY06

27 0 50% 100% 150% 200% 250% # Undergraduates # Grad. Students Total Students Minority student % State perm $/student Undergrad. Registration & Tuition - resident Undergrad. Registration & Tuition - non-resident FY12 cf. FY06

28 0 20% 40% 60% 80% 100% 120% 140% CALS Admin support # Staff # Appointed Professionals # T/C Faculty % change employees with soft money in salary c.f. FY2000 FY12 cf. FY06

29 0% 20% 40% 60% 80% 100% 120% 140% 160%

30 Operating Metrics

31 State Permanent Base Salary Distribution $0 $5,000,000 $10,000,000 $15,000,000 $20,000,000 $25,000,000 $30,000, O $ allocated to Instruction $ allocated to Research $ allocated to Extension O Total T/C-track FTE

32 O RatioT/C track: AP faculty

33 ,000 1,500 2,000 2,500 3,000 3, O Total Undergraduate Students $0 $5,000 $10,000 $15,000 $20,000 $25, O State Perm Dollars/student

34 RCM

35 ABE AREC AG ED ANSCI ENT FCS NUTSCI PLANT SCI SNRE SWES VSM R² = % 5% 10% 15% 20% 25% 30% 35% 40% 45% 0%5%10%15%20% % degrees conferred % PERM BASE % DEGREES CONFERRED RELATIVE TO % PERM BASE

36 UNIT %production/%perm base 0% 100% 200% 300% 400% 500% Degrees Granted EFFICIENCY FCS

37 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% NUTSCI7.39%4.99% PLANT SCI-8.18%-8.01% SNRE-7.20%-8.33% SWES-2.00%-3.73% VSM11.60%12.14% DIFFERENCE IN PERM BASE BASED ON DEGREES CONFERRED DIFFERENCE IN PERM BASE BASED ON UNDERGRADUATE ENROLLMENT

38 Budget Balancing and Rescission

39 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

40 1.Deficit reduction 2.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).



43 Share of Total CALS BudgetShare of cut as cash Academic units59%11% AES12%29% CES 12%0.3% CALS Central16%60% $>13M Discretionary funds

44 A.7/1 permanent funding carryover B.Positions vacated C.Positions filled per hiring plan D.Previous hire salary commitments E.Merit/market/equity F.College salary rescission

45 $0 $100,000 $200,000 $300,000 $400,000 $500,000 $600,000 FY14 FY15 FY16FY17 Animal Sci Entomology FCS Nutritional Sci Plant Sci SNRE SWES Annual Total $1,647,558 FY14-17 BIO5 Schlinger Foundation DoD Env Init Mexican Am Studies VA Spousal Hire AZ Water Inst. USGS Existing commitments requiring permanent salary lines

46 A.7/1 permanent funding carryover B.Positions vacated C.Positions filled per hiring plan D.Previous hire salary commitments E.Merit/market/equity F.College salary rescission

47 UA Faculty Hiring Plan 1.Salary 2.Other costs Unit requests Non-extension positions39 Extensionpositions21 Total Salary est.$4M Total other costs est.$10M

48 TEMPORARY COMMITMENTS -3,648,120 -2,685,201 $962,919

49 = 1,531,767

50 $2,545,541 between now and June

51 A.7/1 permanent funding carryover B.Positions vacated C.Positions filled per hiring plan D.Previous hire salary commitments E.Merit/market/equity F.College salary rescission

52 Reinvest strategically in those who are here now. Just over $1M/year from FY14 (but ½ is already spent for FY14).

53 What about the rest of the university?

54 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.

55 University-System-5-year-strategic-plan pdf

56 Unit administrators 7/10 interim heads/directors

57 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.

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