Transcript Curriculum and Assessment

CALS21
January 7, 2013
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Environment today
Fiscal
Strategic planning
Miscellaneous information
The following FCG Town Hall
meeting
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4.
5.
Environment today
Fiscal
Strategic planning
Miscellaneous information
The following FCG Town Hall
meeting
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nonfarm payroll jobs
86.89 months
Downturn
began in
December 2007
April 2014
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Arizona legislators want to know
from me what we are doing to help
Arizona--especially in terms of the
economy, and especially via jobs
and societal impacts that affect the
economy.
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2.
3.
4.
5.
Environment today
Fiscal
Strategic planning.
Miscellaneous information
The following FCG Town Hall
meeting.
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We will adopt innovative practices based on
transparency….
UA President Ann Weaver Hart
"The Risk to Blossom," November 30, 2012
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Budget vs. Revenue
“Perm vs. Temp”
“The College budget” vs. College Budgets
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College-level permanent salary dollars projections
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Today we can afford now a maximum of 82% of the T/C
track faculty that we had in FY08.
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College-level temporary commitments
Temporary commitments are temporary.
Temporary funds are temporary.
We can’t expect to solve permanent issues with temporary
funds—we need to find permanent funds to do so or solve the
problem another way.
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1. The majority of temporary commitments are now in
faculty start-up costs.
2. We cannot go negative; the money has to come from
somewhere within the greater college.
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1.
2.
3.
4.
5.
Environment today
Fiscal
Strategic planning
Miscellaneous information
The following FCG Town Hall
meeting
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CALS21: Strategic plan process as at Sept 7,
2012
Fall Semester
CALS21 Plan
Winter
E
C
May 15
Spring
External Stakeholder Input
C
Facilitated Visioning AL
HODS,
S’
CEDs,
Fa
AEDs
cu
lty
SUBJECTIVE:
“WHY” and
“WHAT” we
need to do”.
First attempts
at “HOW”.
Summer
REVIEW
EC: CALS
Strategic Plan
(WHY, WHAT,
HOW, WHO).
Budget ReAlignment
UNITS
Strategic
Strategic
thinking B.
thinking A.
facilitated by
facilitated by
heads: Refined
heads:
questions. By
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Questions
Exec
Council & Admin Cabinet
Aprildata
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collection and evaluation
Unit Strategic
Plans
facilitated by
unit heads. By
May 15
Staff Council & Appointed Professionals Council
Faculty Consultative Group on Efficiencies,
Effectiveness and Innovation
Dean’s Research Advisory Council
Economics Education taskforce
Ancillary data: e.g. Unit Annual
Reviews, Recent Academic Program
Reviews
UA PLANNING
• President’s inauguration - Nov 30
• ABOR meeting – Dec 6
OBJECTIVE:
Where are we
now and what
more information
do we need to
determine WHAT
we need to do
and HOW?
Unit Strategic Plan Realignment
to fit with CALS21.
AD’s + Cabinet Officers review & Strategic planning for their responsibility area
OP&CD; ED&CES; Res & AES; and
other Cabinet areas: Strategic
Plan Realignment
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Strategic plans: local and fitting in with the UA’s.
Why?
• Best deliver on our mission areas.
• Work most efficiently within our budget--there is no upcoming
budget cut as of today.
• Focus on ways to derive the revenue we need.
• Be an asset to the University and the State.
• Identify the best organizational structure for the college to do all
of the above.
Phase I, II and III.
DRAC
FCG
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This semester:
UA central administration will ask all colleges to do what we
have already done.
We may be required to make some changes but I expect
that they will be minimal.
Internally we have living documents.
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“The UA will emphasize research in the
areas of biomedical science and
biotechnology; environmental science,
technology and policy; optical and
information science and technology; and
space sciences.”
President Ann Weaver-Hart,
Letter to Faculty, Fall 2012
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1.
2.
3.
4.
5.
Environment today
Fiscal
Strategic planning
Miscellaneous information
The following FCG Town Hall
meeting
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Chair of the Faculty Wanda Howell and Associate
Provost Tom Miller will work with the Academic
Personnel and Policy Committee (APPC) of the
Faculty Senate to draft an initial revision of our
university P&T criteria.
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CAREER & ACADEMIC SERVICES
Emphasis on Career Skills Development for All CALS Students
Outcomes and Competencies (Defined by CALS Curriculum & Assessment
Committee)
Vetted on Website and with an Industrial Advisory Group
Mapped to Existing Courses; Courses or Options for Students to Develop Skills
Increased Opportunities for Students with Industry
Internships
Experiential Learning Opportunities
Increased Emphasis on Global & Distance Learning Options and Opportunities
Study Abroad
Dual Degrees
Online Courses and Learning Options; Development of Best Practices for CALS
2+2 and Community College Programs
New Website and Video
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CAS Web v1.1
• The latest live version of the
CAS Website includes:
– The most recent Drupal
templates for UA
– Mobile adaptive features
– Improved navigation and user
response
• Complete data migration
ensures continuity of
content in preparation for
v2.0
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CAS Web v2.0 Will Be Alive…
• Content is in multiple formats: text, images and video
• Content entered once – disseminated throughout site and other
information systems.
– RSS, Social Media Integration
• Content becomes interactive
– Voting/Rating
– Facebook “Like”, Twitter Re-Tweet, Reddit, Pinterest
– Comments and Notifications
• Contents becomes discoverable
–
–
–
–
Upcoming Events are promoted to front page
Auto-Suggest Search box
Modern Word Cloud
Calendar of Dates and Deadlines
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CAS Web v2.0 Coming Soon
Audience Centered
Navigation
Photos and colored
words change to
highlight the many CALS
excellence areas
(e.g., Biomedical,
Veterinary,
Crops, Research)
Words and photos are
active links that provide
information on career
and academic paths
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Features & Web Technologies Behind
CAS Web v2.0
• Cyber Infrastructure and Technology
– HTML5/JavaScript/CSS3
– Mobile Responsive
– Drupal – PHP – MySQL
• Modern Web Techniques
– Parallax Scrolling
– Client Side Libraries (JQuery, Dojo, Modernizer) to improve
UX/UI
• Dynamic User Interaction
– “User Centered”
– Intelligent Navigation
– Dynamic Layout and Content
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Please let me know about
Federal legislation that we
do or should care about.
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1.
2.
3.
4.
5.
Environment today
Fiscal
Strategic planning
Miscellaneous information
The following FCG Town Hall
meeting
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UA President Hart "The Risk to Blossom," November 30, 2012
I find no utility in reminding ourselves and others that our state
funding has been dramatically reduced and by how much, hoping
that by mourning the past, we will resurrect it. We will never return
to the funding models of the 20th century. The revenue sources for
great universities will be different. I will ask you to explore, develop
and expand these opportunities.
While the budgetary events beginning in 2007-08 were
catastrophic, they are now a part of history.
.....part of this success will be modeling change by disrupting the
past, as an ongoing process to create the 22nd century university.
I also find no utility in adherence to rules and regulations that have
persisted long past their useful lives.
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Organization Structure/Function
MATRIX
ORGANIZATION
Central
Administration
Deliverable
Unit 1
Deliverable
Unit 2
Adapted from: C. Hendrickson , T. Au 1998
Prentice Hall, ISBN 0-13-731266-0.
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Positives:
Clear responsibility and accountability for mission and deliverable areas.
Information sharing more readily across boundaries.
Allows for specialization that can increase depth of knowledge and professional
development and career progression.
Promotes mixing and matching based on current needs.
Ideal environment for innovation.
Should promote inter-dependence.
Negatives:
People can become confused by seemingly conflicting review structure.
Conflicts over resource allocation.
Difficulty in monitoring if teams have a lot of independence.
Increases the number of managers, the time to reach decisions increases and
increases management-related overhead costs.
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CALS’ matrix structure.
MISSION AREAS
Career & Academic
Services (Morrill, 1862)
Experiment Station &
Research (Hatch, 1887)
Economic Development &
Cooperative Extension
(Smith-Lever, 1914)
Agricultural and Resource Economics (AREC)
ACADEMIC DELIVERY UNITS
Agricultural Education (AgEd)
Animal Sciences (AS)
Entomology (ENT)
Norton School of Family and Consumer Sciences (NS-FCS)
Nutritional Sciences (NS)
School of Natural Resources and the Environment (SNRE)
School of Plant Sciences (SPS)
Soil, Water and Environmental Science (SWES)
Veterinary Science and Microbiology (VSM)
SUPPORTING INFRASTRUCTURE
Administration & Services, Communications & Technologies,
Development & Alumni Relations, International Programs.
Agricultural and Biosystems Engineering (ABE)
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CALS Degrees
1. Agribusiness Economics
&Management
2. Agricultural Technology Management
and Education
3. Animal Sciences
4. Biosystems Engineering
5. Crop Production
6. Environmental and Water Resource
Economics
7. Environmental Sciences
8. Family Studies and Human
Development
9. Microbiology
10. Natural Resources
11. Nutritional Sciences
12. Plant Sciences
13. Retailing and Consumer Sciences
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14. Veterinary Science
CALS21 GRAND VISION PILLARS
Research & Extension
World leader in developing resilient
societies in arid & semi-arid regions
Double research
Center of excellence in applying cyberinfrastructure to the college extension,
teaching, and research missions.
A strategic partner in energy.
Instruction
Friendly,
receptive learning
environment
Empower
students to attain
their full potential
Recognize and
reward
exceptional
teaching
A key partner in life sciences, medicine
Recognized for
and human biology
launching careers
Responsive to emerging issues related
in applied
to human health and well-being
professional areas
Demonstrate and articulate CALS’
research & extension economic impact
Responsive to regional needs and able
to take global advantage of the skills we
have.
Engaged with and enabling for our
communities
Central player in the bioeconomy
Lead in new
learning
paradigms
especially in
hybrid “bricks &
morter”/elearning
paradigms.
Focus on
professional
education
People
Most sought-after
place to work on
campus.
Most engaged and
empowered on
campus.
Focus on
professional growth
through leadership
and professional
development.
High per-capita
investment in highperformers both
though salaries and
supporting
investments.
Best HR practices in
hiring, retention,
and career
development.
Organization
A smaller, leaner, more
efficient college
administration that takes full
advantage of technology
Multi-disciplinary R/T/E
integration & coordination
Infrastructure
Focus on
communication
through coordinated
and professional CALS
branding, marketing
and communication.
Finance
Seek out and use wisely all
financial resources to
support mission
Focus on business excellence
Be the most cyber-savvy UA
college
Improve county, state, &
federal legislative
communication.
Focus on enablement and
partnerships in addition to
accuracy and accessibility
and not enforcement.
Be known for the best
communication on campus.
Invest in
cyberinfrastructure so
everyone in CALS, and
our stakeholders can
easily participate and
also decreases the need
for individual IT
investments.
Best and best-utilized
physical plant
Have enabling and not
policing administrative
staff
Financially disciplined and
accountable
Embrace performance
based financing and be
known for being
exceptional stewards of
public investment.
Strongest culture of
philanthropy and
development
Diversify funding base and
aggressively pursue new
revenue opportunities.
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Burgess 8/13/2012
Every unit has a different story and cultures and will need to chart it’s
own path forward.
The one commonality is the need to have a compelling purpose
statements, visions and plans to realize the these visions.
Build on strengths in the context of what will be important for
tomorrow—we are, after all, a forward thinking organization.
Keep our financial realities in mind.
Be opportunistic and expect things to interrupt our plans.
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Embrace our heritages and our
traditions, and at the same time the
change that we are seeing in the world
today, and ……remember that if change
is radical it must also be pragmatic.
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1992 Arizona Revised Statute 15-1601. State universities; location;
faculty powers:
The faculty members of each university, through their elected faculty
representatives, shall participate in the governance of their respective
universities and shall actively participate in the development of
university policy.
Must follow UA policies and processes, including any changes in our
unit structures:
http://provost.arizona.edu/files/finalGuide_0.pdf
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• The uncertainty of our future usually increases with the distance
from the present.
• The future is still bounded.
• There is not only one plausible future state of the system but
several.
• ‘Disruptive’ or ‘black swan’ events happen, where a choice is
emphasized, or choice is removed, between several future paths.
Timpe, C., Scheepers, M.J.J., 2003. A look into the future: Scenarios for distributed generation in Europe. ECN-C-04-012, p. 25
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