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PhD in Construction Implementation Proposal - Provost

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					PhD in Construction Implementation Proposal

Appendix E – Executive Summary, DEWSC Business Plan




              DEL E. WEBB
       SCHOOL OF CONSTRUCTION


                     DRAFT: Executive Summary
                              Rev 2
                                      DEWSC Business Plan

Our Vision

To be the recognized world wide leader for the management of the Life Cycle Build Environment

Our Blue Print to become a World Class School
The DEWSC intends to develop into a world class program for construction education.
      These characteristics are:
      Excellent and Diverse Faculty
      Highly Valued Students
      Excellence in Academic Scholarship
      Multidisciplinary Engagement
      Industry, Alumni and Community Collaboration
      Global Engagement
      Financial Independence

The DEWSC strategy for moving forward is to improve the elements that have led to national
recognition and to substantially strengthen those that are currently underdeveloped.

Excellent and Diverse Faculty

The biggest need for DEWSC to become world class in education and research is additional quality
faculty. Our current level of twelve tenure track faculty requires teaching loads that leave little time
to engage in establishing the contacts and relationships necessary to develop quality interdisciplinary
research activities. Our analysis of the ideal size for DEWSC is to grow to about 1000 students with
40 faculty. This will allow DEWSC to achieve a world class student/faculty ratio (24:1), to achieve a
critical mass in research, and to incorporate faculty with diverse backgrounds and ethnic diversity. It
will allow adequate numbers of faculty within the school to participate in and give leadership to
campus-wide initiatives.

Highly Valued Students.

The DEWSC will continue to produce students that are highly valued for their skills and knowledge.
DEWSC intends to attract the “brightest and best” students from across the world by making DEWSC
the “school of choice” when students are deciding where to attend college. We will accomplish this
by:
     1. Reducing the student/faculty ratio from the current 43/1 to 24/1;
     2. Creating a more robust, well coordinated recruitment and retention program
     3. Providing more curricular options at the undergraduate level;
     4. Increasing student diversity and opportunity;
     5. Actively encouraging and facilitating student participation in student service clubs;
     6. Providing specific professional education tracks at the MS level:
             a. Facility management
             b. Production management
             c. Real Estate Development management
             d. Project management
             e. Adding the PhD degree

Excellence in Academic Scholarship

The industry is changing rapidly, and is searching for new technologies that will dramatically improve
productivity in construction operations. We will address this urgent need as one of the initial research
focuses of our PhD program. We believe that by working with AzTE we will be able to capture
substantial opportunities to develop intellectual property that will have a long-term return for ASU
and DEWSC. The budget provides funding to assist faculty in substantially increasing research
expenditures and includes university investment to fund the infrastructure for rapidly growing these
research efforts and our PhD program.
Multidisciplinary Engagement

The construction industry is multidisciplinary, and an excellent educational program that prepares
students for professional careers must reflect the nature of the industry. DEWSC is ideally positioned
to achieve this, with a flexible organizational structure and the ability to readily adapt to professional
educational needs and research opportunities. With an adequate sized diverse faculty, DEWSC will
serve as the leverage agent to coordinate initiatives between the engineering, architecture, business,
law and other critical disciplines across campus. True multidisciplinary engagement will also flower
into more significant research as collaborators are found across campus and throughout the world.

Industry, Alumni and Community Collaboration

DEWSC’s excellent relationship with industry and the business community has been a cornerstone of
the strength in DEWSC’s history. These relationships have allowed the School to make important
contributions to the construction industry. Through the Alliance for Construction Excellence (ACE) and
the Industry Advisory Council (IAC), the school actively interacts with and responds to industry’s
needs. Strengthening and expanded these vital relationships on a global level are essential to the
School’s future.

Global Engagement

Construction, as with all industries, is moving to a global scale and DEWSC must also become more
engaged globally. The approach will be to build upon the community engagement that has been a
cornerstone of DEWSC’s past. We will start by inviting international companies in join our industry
advisory council. Then we will grow the IAC into a global council. We will leverage the activities of
several DEWSC faculty members who have built solid relationships in Europe, Mexico, and Pacific Rim
countries, with the World Bank and with IIT Madras. We will continue to participate in the ASU
initiative with Monterrey Tec, which is currently developing a joint PhD program in construction
management and online education with Monterrey’s Virtual University.

Financial Independence

The financial vision for the School is to become more entrepreneurial by finding sources of revenue
other than funding from the University and State. We propose to move directly to the new budget
model presented by Dr. Crow and utilize the information presented by the ASU Office of Budget
Planning and Management (OBPM). Our business strategy is based upon the following:

   1. DEWSC educational efforts will continue to be funded by allocable tuition revenue
   2. DEWSC already has supplemental revenue streams through professional educational programs
      that will be substantially increased
   3. DEWSC alumni will be a source for enhancing the educational experience of the students

DEWSC is requesting University investment to help jump-start the quest for world class. We are
requesting about $3 million over a 5-year period to help with a marketing effort, a capital campaign,
the needed increase in faculty and research, and to jump start and expand entrepreneurial
opportunities for the school. At the end of 5 years, DEWSC will be well on the way to world class
status, and would not require further university or state investment. The growth assumptions for this
plan are shown in the table below:


                           Budget Year         2005      2006       2007          2008         2009
Tenure track faculty searches, resulting
in faculty hires the following year              3         4           3            3            3

Total Tenure/Tenure Track Faculty               12        15          19           22            25
Total Students                                  516       573        636           706          784
Student/faculty ratio                           43        38         33            32           31
MS Students                                     100       100        100           100          100
PhD Students                                              40         40            40           40
Research Detail
Annual Research Expenditures                   $1.2 M      $2.3M     $1.7M    $2.3 M    $2.9 M
Research Expenditures per faculty          $      93,000 $ 102,000 $ 112,000 $ 124,000 $ 136,000
Our Investment

Marketing and Recruiting Students - To achieve a world class School we must recruit the best and
brightest students. The School will engage a full time recruiting coordinator to tell the DEWSC story to
students at high schools and colleges. The graduate education program will grow through professional
development and the growth of our on-campus, full time MS and PhD programs.

Faculty – The budget as submitted provides for the addition of faculty in each of the next five years.
The faculty growth rate is such that it will be manageable while leading to research growth.

Facilities - A new facilities funded by outside parties is anticipated. The new facilities will be ready
within the 5-year planning cycle, meeting the need for future program growth.


Our Funding Sources

A Strong Capital Campaign
The Capital Campaign Committee working in close coordination with the ASU Foundation and the Ira
A. Fulton School of Engineering will seek to raise $25 million. These funds will be used to double the
current value of DEWSC’s endowment and to construct a world-class building. The Capital Campaign
has the following prioritized list for fundraising:

        Priority          FY 04-05         FY 05-06            FY 06-07       FY 07-08         FY 08-09
                                               Money in Millions
Signature Building       $5 M            $5 M               $5 M
Academic Chair (2)                                          $1 M            $1 M
Leadership Chair (1)     $2 M
Professorships (9)       $1 M            $1 M               $1 M            $1.5 M           $1 M
Graduate Fellowships     $0.3 M          $0.6 M             $0.3 M          $0.6 M           $0.3 M
Alumni Giving            $0.1 M          $0.1 M             $0.125 M        $0.15 M          $0.2 M
Total                    $8.4 M          $6.7 M             $7.425 M        $3.25 M          $1.5 M

In addition to the above priorities, the Committee has established a goal to raise $2 million in five
years and $10 million in 10 years through planned giving on behalf of the DEWSC. The DEWSC
alumni will be the primary focus for planned giving efforts.

Building Entrepreneurial Capacity
DEWSC has a number of initiatives under way to provide independent funding for School operations
and programs. These include offering:
  Non-degree, non-credit educational programs,
  Distance Learning Joint Venture with Tecnológico de Monterrey, México
  A “Construction in Indian Country” Conference
  An accelerated MS Degree
  The Alliance for Construction Education, ACE


FY 05 – FY 09 Fiscal Year Budget Projections
The summary management budgets on the following table shows the revenue sources and uses by
management classification. We have only included one set of budget projects, based upon no base
state investment in the program for the entire 5-year budget period, and university investment as
described above.

Some of the activities for which we request investment may produce larger amounts of revenue than
we anticipate. To reflect anticipated revenues we have included a line labeled, “Anticipated University
Investment”. If revenue from new entrepreneurial activities exceeds our expectations we would
expect reduced university investment.

Assumptions
  Lab technology fees are $50 per class for seven classes
  Lab tech fees are subject to a 15% admin fee
  Endowment payout is set at 4% annually
  A $600 per year student fee for full time students starts in FY 2007
  413 Undergrad students in academic year 2004
  52 Graduate students in academic year 2004
  No Base State investment
                                             Del E Webb School of Construction
                                              Management Budget Summary
                                                         Table 1

Sources                                          FY 2005             FY 2006            FY 2007            FY 2008            FY 2009
   Existing
       Tuition Revenues                      $      1,431,120    $      1,765,122   $      2,127,750   $      2,543,903   $       3,031,298
       Base State Investment                 $       (191,082)   $             -    $             -    $             -    $              -
       Summer /Winter Sessions               $         25,020    $         27,772   $         30,827   $         34,218   $          37,982
       Course and Technology Fees            $         29,750    $         33,023   $        343,671   $        381,475   $         423,437
       Research Incentive                    $         59,664    $         65,631   $         72,194   $         79,413   $          87,354
       Dean's Office Faculty Start-up        $         70,000
       Industry Advisory Council             $         12,293    $         16,843   $          9,137   $         10,078   $          11,114
       Special Program Fees                  $          2,000    $          2,220   $        284,880   $        316,217   $         351,001
       Current Use Gifts                     $        111,000    $        111,000   $        136,000   $        161,000   $         211,000
       Income from ACE                       $         31,128    $         30,011   $         12,862   $             -    $              -
       Faculty Buyout                        $         25,000    $         35,000   $         45,000   $         50,000   $          50,000
       Construction Certificate Program      $         97,344    $        150,870   $        187,300   $        224,570   $         256,982
   Subtotal Existing Sources                 $      1,703,237    $      2,237,492   $      3,249,621   $      3,800,873   $       4,460,168
   New Entrepreneural Initiatives
       Monterrey Tec On-line                 $             -     $            219   $         28,344   $         84,594   $         112,719
       Native American Conferences           $         35,944    $         58,961   $         71,381   $         85,961   $          87,041
       Research Investment Revenue           $             -     $             -    $         20,000   $         40,000   $          60,000
       Global Engagement                     $             -     $             -    $         62,190   $         72,670   $          84,747
   Subtotal New Entrepreneural Initiatives   $         35,944    $         59,180   $        181,915   $        283,225   $         344,507
Total Sources                                $      1,739,181    $      2,296,672   $      3,431,536   $      4,084,098   $       4,804,675
   Restricted
       Endow ment Income                     $        212,319                       $        229,644   $        238,830   $         248,383
       ACE                                   $         98,583    $         84,783   $         26,178   $         83,056   $          52,273
       CREATE                                $         12,345               9,931   $         18,915   $         33,327   $          22,805
       PBSRG/FMI                             $         25,950    $         10,222   $         32,667   $         39,392   $          45,705
   Total Restricted                          $        349,197    $        104,936   $        307,404   $        394,604   $         369,166
Total Sources                                $      1,739,181    $      2,296,672   $      3,431,536   $      4,084,098   $       4,804,675


Uses
   Academic
       Faculty                               $      1,118,782    $      1,475,069   $      1,853,822   $      2,176,514   $       2,515,339
       Administrative Staff                  $        176,765    $        300,965   $        316,013   $        331,814   $         348,404
       Academic Staff                        $         72,227    $        203,750   $        270,264   $        283,777   $         297,966
       Operating Expenses                    $        144,232    $        138,265   $        131,702   $        124,483   $         116,542
       Research Incentive Distribution       $         59,664    $         65,631   $         72,194   $         79,413   $          87,354
       Student Experience Enhancement        $         10,000    $         20,000   $         40,000   $         40,000   $          50,000
       TA's + graders                        $        146,470    $        159,970   $        206,275   $        223,741   $         215,102
       IT Support Manager                    $             -     $             -    $         55,000   $         57,750   $          60,638
       Laboratory Manager                    $             -     $             -    $         55,000   $         57,750   $          60,638
       Faculty Associates                    $         95,076    $        147,076   $        155,076   $        156,076   $         175,076
   Subtotal Academic                         $      1,823,216    $      2,510,725   $      3,155,346   $      3,531,318   $       3,927,059
   New Program Initiatives
       Monterrey Tec On-line                 $        200,000    $        100,000   $         75,000   $             -    $              -
       Marketing DEWSC                       $         94,933    $        144,866   $        225,366   $        104,866   $         100,366
       Business Development                  $        208,100    $        220,005   $        232,655   $        246,103   $         260,405
       Global Engagement                     $         25,000    $        146,500   $        190,450   $        201,760   $         187,212
       Research & Commercialization          $         35,600    $        228,715   $        250,666   $        203,866   $         152,604
   Subtotal New Program Initiatives          $        563,633    $        840,086   $        974,137   $        756,594   $         700,587
Total Uses                                   $      2,386,849    $      3,350,811   $      4,129,482   $      4,287,912   $       4,627,645


      Anticipated University Investment      $       647,668     $      1,054,139   $       697,947    $        203,814   $         360,770

				
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