Five-Year Strategic Plan
FY 2006-2010
TABLE OF CONTENTS
PREAMBLE………………………………………………………………………. 3
OUR MISSION OUR VISION
OUR COMMITMENTS…………………….. 4
OUR CORE VALUES……………………………………………………………. 5
OVERVIEW………………………………………………………………………. 6
RESOURCE ASSUMPTIONS…………………………………………………... 8
OUR STRATEGIC
PRIORITIES………………………………………………10
CAMPUS PLAN……...…………………………………………………………..37
PREAMBLE
“A University
with tremendous potential.” This is how
we are often described by those who recognize the
An Exceptional Learning Environment
We aspire to create an environment that stimulates each member of our University community to achieve his or her full potential. This is the goal for our freshmen, and this is the goal for our most advanced scholars, whose personal learning elevates human understanding worldwide. The environment we envision includes inviting outdoor spaces that offer opportunities for engaging conversation, invigorating activity, or quiet reflection. Top quality, well-equipped indoor spaces including classrooms, research spaces, areas for relaxation and interaction, and libraries are also important as we envision our exceptional learning environment. Most important to our vision are students, faculty, and staff who represent a broad diversity of thought, background, ethnicity, and perspective who find inspiration through their interactions with each other.
In becoming
a place of possibility we must transform the invisible barriers of systems, processes,
and resource constraints by forging them into tools that provide seamless
support to students, faculty, staff, and the communities we serve. In this way, possibilities are made real,
constrained only by the imagination.
From helping students discover unrealized dreams, to assuring top
quality healthcare for
A Destination for the World’s Best Thinkers
The
Changing Directions initiative has enabled us to more keenly focus on our
vision of being a destination for the world’s best thinkers. The ability to focus on excellence in
everything we do will attract the best researchers to our outstanding programs,
the best faculty to teach our top students and the best students to consider
the
Realizing
our aspirations requires rigorous analysis, keen focus, and a willingness to
make difficult decisions. Our strategic
plan reflects a new way of thinking, a new sense of urgency, and our new
commitment to making the hard choices required to achieve academic excellence.
OUR
OUR VISION
OUR COMMITMENTS
OUR
OUR VISION: The
An
exceptional learning environment
A
place of possibility
A
destination for the world’s best thinkers
OUR COMMITMENTS:
OUR CORE VALUES
Our core values describe who we are and how we fulfill
the University’s mission.
A DIVERSE AND INCLUSIVE COMMUNITY
People are the source of our strength. Their different perspectives, backgrounds and experiences make us stronger. We treat people with respect and share decision making to create a climate that supports the success of all who learn and work here.
EXCELLENCE
We hold to the highest standards in all we do and we invest our resources accordingly.
INNOVATION AND ENTREPRENEURIAL
ACTION
We explore new approaches, challenge the status quo, and foster creative endeavor.
INTEGRITY
We honor our commitments; take responsibility for our actions; are honest, fair and just in all we do; and stand ready to make informed decisions for the good of the community.
PARTNERSHIPS
We create synergies and expand opportunities through
collaborative and interdisciplinary approaches.
As
OVERVIEW
The
The
University’s main campus is located 70 miles from
Since its establishment
in 1885, the
DEFINING OUR ROLE
After more
than a century of service, the University has been challenged to more
explicitly define its role in the State and higher education community. This challenge is prompted in part by the
Arizona Board of Regents’ 2002 “Changing Directions” initiative, which
acknowledged the need for
Using the concept of Focused Excellence, the University proposes to build on its heritage and potential as a student-centered research university at the forefront of discovery, and to leverage limited resources accordingly. As the strategic plan is implemented, well-articulated areas of focused excellence, within colleges as well as at the University level, will help guide resource investment. We recognize that organizational clarity and direction, informed decision-making, deliberate implementation, and rigorous process of assessment are required for the University to achieve its aspirations.
THE STRATEGIC PLANNING PROCESS
This document reaffirms our mission, advances a vision for the future, describes a set of values that will guide decision-making, and details five strategic priorities necessary for the University to become what we know it can be. This strategic plan is not intended to highlight specific colleges, units, or the University’s ongoing efforts to provide top quality research and education. Plans specific to each college and unit are developed at those levels. The University’s plan is implemented through the President and his Cabinet, University offices, and college deans. Progress is monitored through annual reports, as well as through academic, sunset, and unit reviews. The Arizona Board of Regents also monitors progress. The University’s plan is a guide for decisions at all levels.
In recent
years separate strategic plans for the Main Campus and
Two explicit themes emerged from these conversations. The first: The University of Arizona must achieve absolute clarity in its intention to become a top-ten public research university. The second: We require additional resources to realize our enormous potential, and must be creative in the quest for those resources.
The
The
RESOURCE ASSUMPTIONS
Over the past two years public
universities have increased tuition rates significantly. It is understood that this rate of tuition
increase cannot continue without pricing some students out of the market. In developing plans, it is anticipated that
the tuition rate will increase relative to the top of the bottom one-third of
the fifty flagship universities. The
One indication of the University’s commitment to research is found in its ambitious construction agenda. Research facilities currently under construction include: the Institute for Biomedical Science and Biotechnology (now known as BIO5), the significant addition to the Optical Sciences building, and the Chemistry building expansion. These projects coupled with ongoing renovations to existing laboratory space are expected to result both in improving the University’s grant winning competitiveness and in broadening the types of grants University faculty will be able to seek. The expanded and updated spaces, as well as the University’s increased competitiveness are the basis for assuming an eight to ten percent increase in total grants and contracts.
It is expected that gifts to the University will continue to grow but not at the rate experienced during the midst of the capital campaign. For the most part, gifts continue to be restricted in use. Therefore, the University cannot rely on increased gift income to offset increasing operating and other costs. As pledges are realized, the University’s endowment will increase in the long term.
A program
of Focused Excellence is continuing to identify those programs essential to
maintaining the
Even as the
public demand for higher education is increasing, public universities in all
parts of the nation are experiencing additional cuts in the state funding when
measured in dollars of constant value. These
cuts continue a 30-year trend that has resulted in a lower proportion of state dollars
going to public higher education while health care programs, corrections, and
other portions of the state budget have required greater shares. We are appreciative of the last year’s State appropriation
that allowed the
|
|
FY 2005 Estimate (thousands) |
|
General Funds |
333,692.1 |
|
Other Appropriated Funds |
119,022.9 |
|
Other Non-appropriated Funds |
500,728.2 |
|
Federal Funds |
344,644.8 |
|
Program Total |
1,298,088.0 |
|
Total FTE Employees |
6,481.1 |
OUR STRATEGIC
PRIORITIES
The
During the next five years, the
I.
Build a
world-class and diverse academic community at the forefront of discovery.
II.
Increase
student engagement, achievement, retention, and graduation rate.
III.
Extend the
concept of a land-grant university to position the
IV.
Achieve a
strong financial foundation.
V.
Increase
recognition as a research university committed to an outstanding educational
experience and connected to its community and the world.
Focused Excellence
Strategic Priority I
Build a World-Class and Diverse
Academic Community
at the Forefront of Discovery
A world-class, diverse faculty aided by pre-eminent graduate assistants and an engaged academic community are essential to an agenda of focused excellence in research, scholarship, and creative expression. Moreover, competitive compensation for faculty, graduate assistants, and staff; building maintenance and renewal; and information technology investments and upgrades, as well as other structural components of the University, are necessary to offer students quality learning and research experiences. Success in this agenda will position the University to promote a vital State economy and provide its citizens with and outstanding quality of life.
Priority Detail
Top-quality, experienced faculty, graduate assistants, staff, and administrators are essential to building a world-class and diverse academic community at the forefront of discovery. Chronically inadequate compensation precipitates the loss of valuable human resources across the campus and threatens the very concept of focused excellence. These losses, too commonly in academic areas of strategic emphasis, create shortages in many of the areas where experience is essential. The University has been able to recruit top-notch faculty but not always able to retain them. The consequences reverberate throughout the community. The quality of the learning environment and the capacity to attract the secure research funding at the historic rates of growth will diminish if this trend continues. It is well understood that State support alone is inadequate to fund a return to competitive faculty salaries but developing additional funding sources is both difficult and slow. The availability of funds from reallocation efforts can also be delayed due to responsibly phasing out rather than abruptly terminating academic efforts. While it took decades to build a distinguished faculty, that same faculty could be lost in a few short years. The need to act immediately is urgent, but our efforts to address this problem, through reallocation of resources and prioritization of state allocations have encountered some resistance. There seem to be no solutions without distributed pain.
The Comprehensive Campus Plan map (appendix A) shows the University’s commitment to quality research, scholarship, creative endeavors, and teaching activities. The added space will better accommodate both current and new research programs in optics, chemistry, medicine, biotechnology and other areas of the University emphasis. In addition, significant renewal and maintenance dollars are required to protect the State’s investment in the University’s physical plant and to keep buildings and equipment operating. These inescapable needs put additional fiscal pressure on the fundamental activities that are at the heart of the University’s mission.
First-class information technology is required for the University to provide a twenty-first century environment for instruction, research, outreach, and institutional
management. To provide students with the technological proficiency necessary for them to successfully compete in the work force and for instructional and research faculty as well as staff to perform at a requisite level of efficiency, computer software and hardware need to be available and current. This requires diligent commitment to a constant upgrade cycle. In a manner identical to building renewal, information technology requirements place additional demands on monies required for other purposes.
Good practice in technology resource management requires planning and budgeting around equipment life-cycles, especially given the pace of today’s Information Technology (IT) industry. There are several areas to consider in resource management, desktop hardware, server-based hardware, institutional applications, desktop software, database software and tools, middleware tools, and more. Funding commitments to refresh information technology have not been consistent across the areas. For example, large investments in mainframe based equipment have been coupled with multi-year commitments of operating funds from central organizations, such as the Center for Computing and Information Technology (CCIT). However, expenditures in other categories, notably desktop computing equipment, have not been treated as recurring expenses and appropriately budgeted. This is especially true for large-scale applications projects such as Matrix, where technology refresh requires a large annual ongoing investment of about $500,000. Planned growth must not simply consider occasional critical needs, but most provide an orderly design for build-out and maintenance of the IT infrastructure. The movement from responding only to critical needs to orderly build-out requires a consistent, reliable resource stream.
The knowledge-based economy is characterized by an unprecedented focus on both the quality of human capital and infrastructure support. States are competing for future economic prosperity and recognize that higher education is the determining engine of success. Building a world-class and diverse academic community at the forefront of discovery is of prime importance if the State is to effectively compete in the global economy.
INITIATIVES
A.
Build a more
academically robust and diverse student body
1. Revamp
recruitment efforts to attract diverse and academically talented students from
2. Establish admission standards and processes that increase the quality of the student body and ensure that those who are admitted are likely to succeed.
3. Increase financial aid packages to recruit top scholars and other students with high academic promise.
4. Provide
financial aid to ensure access for
5. Increase the number of quality graduate students by developing effective recruitment and retention packages.
B.
Recruit and
retain a world-class, diverse faculty.
1. To expand discovery, enhance student-faculty interaction and support the faculty more fully.
2. Invest in cluster hires to better leverage available funds and create intellectual synergies.
3. Recognize and reward entrepreneurial scholarship and creative expression.
C.
Build and
strengthen world-class programs.
1. Assess, invest in, and build upon institutional success in attracting and retaining world-class talent.
2. Support and bolster individual and departmental productivity.
3. Invest in information and technological resources including the technology refresh required to meet research demands, address emerging trends in academic disciplines, and support innovative approaches to educational delivery.
4. Establish and adapt a Network Master Plan that supports focused excellence initiatives by implementing a state of the art communications infrastructure.
D.
Create, strengthen,
and support collaborations across departments and programs, both within and
across colleges.
1. Provide financial and resource incentives for interdisciplinary collaboration.
2. Make building and space allocation decisions that support collaborative efforts.
3. Ensure that interdisciplinary efforts are recognized and rewarded.
E.
Create
synergies and leverage resources in the University’s recognized areas of
strength
1. Invest resources to enhance core disciplines and programs.
2. Involve the Technology Research and Initiative Fund (TRIF) initiatives: water, optics, biomedical science and biotechnology, information technology, and workforce development in cooperative programmatic efforts that maximize the use of resources.
3. Explore and articulate new or emerging themes to optimize interactions across disciplinary boundaries in potential areas of focused excellence.
F.
Create a
culture that supports the success of all members of the University community.
1. Create an environment in which civility, social responsibility, and ethical behavior are expected and demonstrated.
2. Emphasize University values as criteria in the selection of leadership at all levels.
3. Provide all employees with development opportunities in order to enhance professional growth and effectiveness,
4. Implement performance feedback systems, including post-tenure review, aligned with the University’s values and strategic plan.
5. Strive for universal design to increase access to services and facilities for people with disabilities.
G.
Increase the
equity and competitiveness of total compensation packages offered to faculty,
staff, appointed personnel and graduate assistants.
1. Develop incentives for obtaining dollars.
2. Conduct regular market studies and adjust salary levels considering focused excellence.
3. Regularly allocate internal resources to retain individuals essential to fulfilling the University’s mission.
4. Conduct regular salary equity studies and address internal salary disparities within and between units.
RESOURCES
|
Incremental Costs; constant/nominal dollars; in thousands |
|||||
|
|
FY 2006 |
FY 2007 |
FY 2008 |
FY 2009 |
FY 2010 |
|
General Funds |
12,925.5 |
7,588.6 |
7,649.9 |
7,688.1 |
7,651.8 |
|
Other Appropriated Funds |
0.0 |
1,487.7 |
1,562.1 |
1,640.2 |
1,722.3 |
|
Other Non-appropriated Funds |
2,257.9 |
2,844.7 |
3,456.3 |
4,093.0 |
4,759.7 |
|
Federal Funds |
1,638.7 |
1,733.4 |
1,927.4 |
2,137.3 |
2,365.3 |
|
Full-time Equivalent |
186.9 |
110.6 |
121.7 |
133.3 |
145.6 |
|
Strategic Issue Total Funds |
16,822.1 |
13,654.4 |
14,595.7 |
15,558.6 |
16,499.1 |
|
STRATEGIC
PRIORITY #1: Build a world-class and diverse academic community at the
forefront of discovery. |
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GOAL
– Enhance the |
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PERFORMANCE
MEASURES: 1. Net assignable square feet devoted to research. * Year 2004 includes projects in design or
under construction shown in the unfilled portion of the bar. 2.
Gift, Grant, and Contract Expenditures.
3.
Ethnicity and Gender. TENURED
AND TENURE ELIGIBLE FACULTY Diversity
DEGREES
CONFERRED Undergraduate
Doctorate and First Professional
|
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STRATEGIES |
PROS |
CONS |
RA See Page |
Policy Changes Necessary? |
Probability for Success |
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1.
Enhance research efforts through enhancing existing research space and
developing new space to accommodate leading edge research. |
Research
efforts enhance learning and the quality of life, both directly and
indirectly. |
Adding
and renovating top quality research space is expensive. |
8 |
No |
High |
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|
2.
Promote and support research efforts across campus. |
Research
efforts enhance learning and the quality of life, both directly and indirectly. |
Amount
of top-quality research space and faculty are limited. |
8 |
No
|
High |
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3.
Retain and recruit a diverse competitively paid faculty and provide a campus
where top-quality students can thrive in an atmosphere of excellence. |
Provide
the best possible learning and discovery including a an
environment that better prepares students to take their places as effective
members of society. |
Maintaining
and attracting high quality faculty and students are highly competitive and
costly endeavors. |
8 |
No
|
Medium
to High |
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Focused Excellence
Strategic Priority II
Increase Student Engagement,
Achievement, Retention,
and Graduation Rates
Determining optimal mission-based student
demographics (e.g. resident, non-resident or undergraduate, graduate), as well
as assuring a mix of curricular options within budgetary constraints, is
critical to high quality education. This must be achieved within the context of
providing for students’ needs and continued access.
Priority Detail
The
University of Arizona must be diligent in managing issues related to admission
requirements, the percentages of resident and non-resident students, financial
aid, and the mix of undergraduate and graduate students to assure diversity and
meet institutional aims for focused excellence. The results of such efforts
will inevitably affect retention, class size, course offerings, student
services, administrative processes, advising structures, students’ ability to
obtain their educational objectives, and other elements that significantly
contribute to exceptional academic and social experiences for all students.
In order to provide for increasing
academic quality and diversity of a student body of essentially constant size
in an era of increasing tuition price, funds for student financial aid must be
increased. The significant application
of tuition increases to financial aid has helped improve our affordability for
impoverished students while stressing others financially. A reliable measure of affordability for
INITIATIVES
A.
Enhance the quality of undergraduate, graduate, and
professional education.
1. Improve the quality of instruction using learner-centered approaches.
2. Reduce class sizes as appropriate to enhance the learning experience.
3. Recognize and reward excellent teaching and mentoring by and for faculty, postdoctoral fellows, graduate, and professional students.
4. Expand academic offerings, research opportunities, and career-related experiences for Honors students and develop a system for recognizing and rewarding faculty who work with honors students.
5. Expand and enhance undergraduate research opportunities as well as graduate and professional student research support.
6. Develop a classroom renovation and technology refresh program to ensure that students have access to cutting-edge instructional approaches.
7. Further develop and better utilize information systems and assessment programs related to student recruitment, retention, graduation rates, and institutional effectiveness in meeting student needs.
8. Maintain high quality graduate and professional programs with sufficient course offerings and appropriate class sizes to advance program goals.
B.
Enhance the
1. Create expectations of and educate students about civility, social responsibility, and ethical behavior.
2. Improve out-of-classroom learning by providing physical and virtual spaces and information resources for active collaboration and discovery and by expanding opportunities such as service learning and study abroad.
3. Ensure that on-campus housing is safe, attractive, available to all first-year students, and conducive to a quality educational experience.
4. Improve the care, quality, efficiency, and responsiveness of student administrative services.
5. Identify and strengthen student services and activity programs linked to student success.
6. Expand career advising and employment options linked to persistence and graduation.
7. Support graduate and professional student educational opportunities such as professional conferences, fellowships, travel, and research.
C.
Enable students to meet their academic and graduation goals.
1. Improve course availability while maintaining quality in general education courses and courses needed for majors and minors.
2. Ensure that students are provided access to quality advising services.
3. Ensure that students in good academic standing have the financial aid required to make steady progress toward graduation.
4. Use e-learning to increase academic quality and academic success.
5. Develop electronic programs selectively to support specialist post-baccalaureate education in the University’s areas of strength.
RESOURCES
|
Incremental Costs; constant/nominal dollars; in thousands |
|||||
|
|
FY 2006 |
FY 2007 |
FY 2008 |
FY 2009 |
FY 2010 |
|
General Funds |
9,232.5 |
5,244.4 |
5,290.8 |
5,322.1 |
5,303.7 |
|
Other Appropriated Funds |
0.0 |
2,975.6 |
3,124.4 |
3,280.6 |
3,444.6 |
|
Other Non-appropriated Funds |
752.7 |
948.3 |
1,152.2 |
1,364.3 |
1,586.5 |
|
Federal Funds |
546.3 |
577.8 |
642.5 |
712.5 |
788.5 |
|
Full-time Equivalent |
117.0 |
80.9 |
86.5 |
92.3 |
98.4 |
|
Strategic Issue Total Funds |
10,531.5 |
9,746.1 |
10,209.9 |
10,679.5 |
11,123.3 |
|
STRATEGIC PRIORITY #2: Increase student
engagement, achievement, retention, and graduation rates. |
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|
GOAL
– Create a dynamic, inclusive community that inspires and engages its members
and promotes a sense of belonging. |
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PERFORMANCE
MEASURES: 1.
Undergraduate graduation rates for 4, 5, and 6 years. 2.
Student retention. Percent of Freshman
returning for second and third year.
3.
Distribution of class size for undergraduate courses.
|
|
STRATEGIES |
PROS |
CONS |
RA See Page |
Policy Changes Necessary? |
PROBABILITY FOR SUCCESS |
|
1.
Promote a student-centered environment. |
Provide
a better learning environment to better prepare students. |
Limited
resources |
8 |
No |
High |
|
2.
Promote a student-centered environment. |
Provide
a better learning environment to better prepare students. |
Limited
resources |
8 |
No |
High |
|
3.
Make the best use of funds without compromising quality. |
Ability
to maintain high levels of quality and service even when resources are
limited. |
Cost
saving opportunities are limited due to human resources costs. |
8 |
No |
Low
to Medium |
Focused Excellence
Strategic Priority III
Extend the concept of a Land Grant
University to Position the University of Arizona, Across All Colleges, as a
Model for Linking Scholarship and Creativity to Societal and Community Needs
The
Priority Detail
The
The Science and
Approximately 200,000 individuals attend
These collaborative efforts and others
can be bolstered by a strategic commitment to ongoing public and private
partnerships. Achieving these improvements will require:
· Enhancing responsiveness to constituent needs;
· Respecting our collaborators and the knowledge we can gain from them in the teaching/learning interaction;
· Reinforcing the University’s role as a neutral facilitator and source of information;
· Finding ways to assure that our institutional climate fosters and integrates outreach, service, and engagement;
· Coordinating collaborative activities to achieve the most out of the resources committed; and
· Developing resource partners who not only benefit from the knowledge/research base, but also share the burden of necessary costs.
INITIATIVES
A.
Build a firm foundation upon which the University can advance
its expanded land-grant vision.
1. Establish inventories of UA programs and services that link scholarly and creative inquiry to community needs.
2. Promote UA initiatives that apply scholarship and discovery.
3. Recognize, reward and support individuals and programs that link scholarship and discovery to community needs.
4. Assess the effectiveness of community programs and services in providing a model for linking scholarship and creative expression to our land-grant mandate.
5. Become a resource of choice for individuals, businesses, social institutions, and community-based groups.
B.
Advance our position as
1.
Provide health sciences leadership in the State of
2.
Expand
3. Strive to eliminate health disparities through education, outreach, service provision, and the development of public policy.
4.
Educate a professional health workforce that meets
5.
Move forward in implementing the Memorandum of
Understanding that expands
C.
Within and across colleges determine and extend areas of
strength that link scholarship to community needs.
1.
Building on historic areas of strength, enhance
the quality of life in
2. Support the State’s efforts to become a national leader in biosciences, sustainable systems, and advanced communication and information technologies, including optics and telemedicine.
3.
Promote, restore, and sustain healthy people,
populations, and communities in
D.
Advance
1.
Fulfill
2. Support the creation and development of embryonic industries.
3.
Partner with
RESOURCES
|
Incremental Costs; constant/nominal dollars; in thousands |
|||||
|
|
FY 2006 |
FY 2007 |
FY 2008 |
FY 2009 |
FY 2010 |
|
General Funds |
5,539.5 |
3,516.3 |
3,538.6 |
3,549.2 |
3,522.2 |
|
Other Appropriated Funds |
0.0 |
595.1 |
624.9 |
656.1 |
688.9 |
|
Other Non-appropriated Funds |
250.9 |
316.1 |
384.1 |
454.8 |
528.8 |
|
Federal Funds |
2,185.0 |
2,311.2 |
2,569.9 |
2,849.8 |
3,153.8 |
|
Full-time Equivalent |
88.6 |
54.3 |
58.9 |
63.7 |
68.8 |
|
Strategic Issue Total Funds |
7,975.4 |
6,738.7 |
7,117.5 |
7,509.9 |
7,893.7 |
|
STRATEGIC
PRIORITY #3: Extend the concept of a “land-grant university” to position the |
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GOAL
– Collaborate with the people, businesses, and organizations of |
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PERFORMANCE
MEASURES: 1. Office of Technology Transfer Statistics.
# Major agreements
include licenses, options, in-bound licenses negotiated by OTT for access to
technology, Inter-Institutional Agreements to consolidate technology
licensing rights, and master agreements. * To conform to AUTN
definitions these are only companies whose foundational technology is
licensed by OTT. Reporting in previous
years may have over reported this number by including companies that optioned
technology. 2. Leveraging of Proposition 301 Technology
and Research Fund (TRIF) investment.
3.
People served by telemedicine and telehealth programs (Net of Admin.,
Continuing Ed., Home Health).
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STRATEGIES |
PROS |
CONS |
RA See Page |
Policy Changes Necessary? |
PROBABILITY FOR SUCCESS |
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|
1.
Support technology transfer to facilitate both the number of spin-off new
companies fr om University efforts. |
Successful
technology transfer efforts foster improved economic conditions and a better
quality of life. |
None |
8 |
Prop
102 acceptance will help |
High |
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|
2.
Leverage Prop. 301 funding to provide as much as possible to these
initiatives. |
Effective
leveraging will provide additional funds. |
None |
8 |
No |
High |
||||||||||||||||||||||||||||||||||||||||||||||||||||
|
3.
Support outreach activities to help fulfill the University’s Land Grant
Mission. Telemedicine and telehealth
serve as samples of the many and varied outreach efforts mounted by all
colleges. |
Helping
to enhance the life of Arizonans through outreach is an important part of
University’s mission. |
None |
8 |
No |
High |
||||||||||||||||||||||||||||||||||||||||||||||||||||
Focused Excellence
Strategic Priority IV
Achieve a Strong Financial
Foundation
To address all its strategic priorities,
the University must strive to establish a stable financial base sufficient to
effectively plan and succeed in its mission, vision, and goals for the people
of
Priority Detail
State financial support for public higher
education in
State support of physical plant
maintenance and renewal is also an area of concern. According to the formula, the appropriation
for this purpose has been fully funded only once since FY 1990. The shortfall
between the formula and the actual allocation since 1990 totals $180 million.
The appropriation was reduced to $0 for FY 2002 and FY 2003. Deferring maintenance provides some short
term budgetary relief for the State but challenges the University to develop timely
funding solutions.
Gaining greater funding stability has
been a priority at the University for a number of years. A successful
fundraising campaign is well underway (already exceeding its billion dollar
goal), researchers are bringing more grant and contract dollars to the
University than ever before (now well over $400 million per year), and support
units continue to look for ways to cut costs and improve effectiveness without
sacrificing overall levels of quality and support. The obvious and easy solutions have been
identified and implemented. It is difficult to make choices when program
quality is high. Focusing on excellence may ultimately mean that very good
programs must be phased out in favor of the truly excellent. Providing fewer
programs of higher quality is not desired but may be necessary to assure that
the University’s standing and reputation are not compromised.
INITIATIVES
A. Reaffirm the
understanding that the University of Arizona, a public research university, can
meet its responsibilities to the public only with significant state support.
1. Strengthen and enhance funding mechanisms appropriate to the University’s needs and capabilities.
2.
Link state appropriation decision package requests to
3. Secure funding for state-mandated expenses.
4. Secure funding for building renewal.
5. Increase state-funded financial aid.
B. Increase net
tuition revenue.
1. Develop and implement differential tuition and fees as appropriate.
2. Strategically use financial aid.
3. Evaluate revenue opportunities possible with high demand evening and weekend programs.
4. Increase tuition to levels consistent with ABOR mandates.
5. Increase main campus enrollment to its responsible capacity.
6. Increase out-of-state undergraduate students as appropriate.
7. Increase UA South enrollment.
C. Increase
private support.
1. Aggressively pursue support for endowed chairs, student scholarships and research space.
2. Increase alumni giving, non-alumni giving, corporate support, and support from major national foundations.
3. Align UA Foundation efforts with the University’s strategic plan.
D. Increase our
success in securing external funding.
1. Invest in research infrastructure including super computers and lab and office space.
2. Make research space and investment decisions based on productivity records and potential.
3. Reward faculty for research productivity
4. Offer more competitive compensation packages for graduate students.
5. Create, strengthen and support collaborations across university colleges and departments.
E.
Selectively invest in our research infrastructure to increase
potential revenue from applied knowledge.
F.
Explore opportunities to reduce overhead expenses.
1. Analyze the potential benefit of more centralized computing staffing and resources.
2. Analyze potential for sharing administrative resources laterally among academic departments.
3. With an eye toward increasing efficiency and reducing costs, conduct regular reviews of academic programs, research centers, and administrative, service and support units.
RESOURCES
|
Incremental Costs; constant/nominal dollars; in thousands |
|||||
|
|
FY 2006 |
FY 2007 |
FY 2008 |
FY 2009 |
FY 2010 |
|
General Funds |
34,715.0 |
35,693.0 |
38,208.9 |
40,904.7 |
43,777.1 |
|
Other Appropriated Funds |
0.0 |
595.1 |
624.9 |
656.1 |
688.9 |
|
Other Non-appropriated Funds |
501.8 |
632.2 |
768.1 |
909.6 |
1,057.7 |
|
Federal Funds |
1,092.5 |
1,155.6 |
1,284.9 |
1,424.9 |
1,576.9 |
|
Full-time Equivalent |
58.7 |
38.8 |
42.5 |
46.3 |
50.4 |
|
Strategic Issue Total Funds |
36,309.3 |
38,075.9 |
40,886.8 |
43,895.3 |
47,100.6 |
STRATEGIC PRIORITY #4: Achieve a strong
financial foundation. |
|||||
|
GOAL
– Acquire the institutional financial and physical resources required for the
|
|||||
|
PERFORMANCE
MEASURES: 1.
Percent of Alumni Donors*
* (Percent of Alumni
Donors for year/total percent of alumni with good addresses) Each year the percent of Alumni Donors has
increased, but the total percent of Alums has increased faster. 2.
Combined UA and UA Foundation endowment value.
|
|||||
|
STRATEGIES |
PROS |
CONS |
RA See Page |
Policy Changes Necessary? |
PROBABILITY FOR SUCCESS |
|
1.
Better understand the characteristics of donors to successfully target and
connect with a larger donor pool. |
Enhance
private and corporate support for the University. |
Resources. |
8 |
No |
High |
|
2.
Work to increase all giving to the university. |
Securing
additional resources for the University is imperative to maintaining quality
and programmatic breadth. |
None. |
8 |
No |
High |
Focused Excellence
Strategic Priority V
Increase Recognition as a
Basic
and applied academic research are central to the
Priority Detail
The scholarship of discovery is a
significant component of the
A persistent theme in the University’s
history has been developing strengths based on the
·
Since
the
·
The
·
Generations
of outstanding astronomers and planetary scientists have made the
·
Leveraging
its strength in biological sciences and related technologies, the
·
Earth
sciences and environmental programs are especially strong and based across
colleges. The projects are as diverse as developing a new and natural method to
reclaim wastewater using soil filters and directing fresh water and marine
investigations done by students in K-12 schools worldwide.
·
Determining
the nature of human intelligence is the fundamental goal of cognitive sciences.
The
·
Exploration
of the many remnants of past cultures in the area has led to leadership in
archaeology both in the Southwest and in Classical and Middle-Eastern
settings.
·
Astronomy
and archaeology provided the intellectual basis for development of a new
science, dendrochronology. The study of tree rings as indicators of past
environments is of increasing importance in identifying world environmental
trends.
·
The
internationally-recognized
·
The
many Native American communities in the State have presented opportunities for
partnership in preserving rich cultures and in economic and educational
development.
·
The
location of the University, near the international border with
A successful effort to achieve focused
excellence and more widespread recognition will take extraordinary
resources—both human and financial. The University must retain and attract
world-class faculty and support teams. Our faculty has sought and will continue
aggressively to seek external research support in every possible sector. A 1999 study concluded that the State
realizes $6.31 in non-State dollars for every $1.00 of State-appropriated funds
it invests in the
1.
INITIATIVES
A.
Design, fund, support, communicate, and implement a strategic
integrated communication plan.
1.
Implement a comprehensive marketing research effort to
survey strategic audiences in a systematic and consistent fashion.
B.
Develop, implement and sustain a communication plan to
increase grants and donations in alignment with the University’s strategic
priorities.
1. Increase faculty interaction with national and international professional audiences.
2. Increase media visibility nationally of University programs and accomplishments.
C.
Inform and engage alumni
1. Increase alumni knowledge of the University’s excellence in teaching, research and outreach.
2. Increase alumni engagement in University programs and activities.
3. Increase alumni training and involvement as volunteers in support of the University’s mission, vision and goals.
4. Recruit and mobilize alumni to disseminate information about University programs, services, and challenges.
RESOURCES
|
Incremental Costs; constant/nominal dollars; in thousands |
|||||
|
|
FY 2006 |
FY 2007 |
FY 2008 |
FY 2009 |
FY 2010 |
|
General Funds |
5,539.5 |
4,748.7 |
4,752.5 |
4,735.8 |
4,655.4 |
|
Other Appropriated Funds |
0.0 |
297.6 |
312.4 |
328.1 |
344.5 |
|
Other Non-appropriated Funds |
1,254.4 |
1,580.5 |
1,920.3 |
2,273.9 |
2,644.2 |
|
Federal Funds |
5,462.6 |
5,778.0 |
6,424.7 |
7,124.6 |
7,884.5 |
|
Full-time Equivalent |
136.2 |
103.6 |
115.3 |
127.7 |
141.1 |
|
Strategic Issue Total Funds |
12,256.5 |
12,404.8 |
13,409.9 |
14,462.4 |
15,528.6 |
|
STRATEGIC
PRIORITY #5: Increase recognition as a research university committed to an
outstanding educational experience and connected to its community and the
world. |
|||||
|
GOAL
– Achieve preeminence in an array of compelling research-based and
educational activities that provide the vehicle for advancing knowledge and
improving the quality of life for people in the State, the nation, and the
world. |
|||||
|
PERFORMANCE
MEASURES: 1. Percentage of first-time full-time UA
Freshman in the top 5% of their graduating high school class.
2. The percentage of graduate students offered
admission and, those who chose to be admitted. (yield rate)
3. Number of scholars from other colleges and
universities who select to engage in teaching and research at the
|
|||||
|
STRATEGIES |
PROS |
CONS |
RA See Page |
Policy Changes Necessary? |
PROBABILITY FOR SUCCESS |
|
1.
Track success in attracting top quality undergraduates. |
Maximize
the effectiveness of the admissions process. |
None |
8 |
No |
High |
|
2.
Track enrollment success with interested graduate students. |
Enhance
private and corporate support for the University. |
None |
8 |
No |
High |
|
3.
Track visiting scholars who recognize opportunities for collaboration at the
University. |
Research
and teaching synergies expand. |
None |
8 |
No |
High |
Appendix A - CAMPUS PLAN
