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VISION Five-Year Strategic Plan by ytrusdm7

VIEWS: 11 PAGES: 17

									                                Board of Regents Meeting
                                     December 3-4, 2009
                                            Appendix #2
                                            Page 1 of 17




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          VISION
           The Arizona University System

      Five-Year Strategic Plan
                              2011-2015
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                                                                      Board of Regents Meeting
                                                                           December 3-4, 2009
                                                                                  Appendix #2
                                                                                  Page 2 of 17




    EXECUTIVE SUMMARY                                     3
                                                                   Table of

                                                               Contents
          Summary of 2020 Vision                          4

          Summary of 2015 performance targets             5



    GOAL ONE: EDUCATIONAL EXCELLENCE                      6

          Key Indicators and targets                      7

          Summary of strategies                           8



    GOAL TWO: RESEARCH EXCELLENCE                         9

          Key Indicators and targets                      10

          Summary of strategies                           11



    GOAL THREE: COMMUNITY ENGAGEMENT & WORKFORCE IMPACT   12

          Key Indicators and targets                      13

          Summary of strategies                           14



    GOAL FOUR: PRODUCTIVITY                               15

          Key Indicators and targets                      16

          Summary of strategies                           17




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                             Board of Regents Meeting
                                  December 3-4, 2009
                                         Appendix #2
                                         Page 3 of 17




         EXECUTIVE SUMMARY
    ABOR Five-Year Strategic Plan
                       2011-2015




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                                                                                                                                                  Board of Regents Meeting
                                                                                                                                                       December 3-4, 2009
                                                                                                                                                              Appendix #2
                                                                                                                                                              Page 4 of 17
                                                                         1.   Educational Excellence—-quality degree production aimed at increasing the
    2011-2015—The beginning stage of 2020 Vision
                                                                              educational attainment of Arizonans
    The five-year strategic plan for the Arizona Board of Regents
                                                                         2.   Research Excellence—national research prominence for Arizona University
    is intended to articulate five years of the 2020 Vision plan.
                                                                              System with peer rankings of top American research universities
    The long-term goals, objectives, and strategies reflect the
    priorities of the system’s long-term plan.                           3.   Community Engagement & Workforce Development—research, economic
                                                                              development, and community engagement used to strengthen the economy
    The long-term strategy is divided into four key policy areas
                                                                              and improve quality of life in Arizona
    and includes specific performance outcomes and targets for
    each area, as well as strategies necessary for the plan to be        4.   Productivity—resources maximized to produce greater numbers of degrees
    successful by the year 2020.                                              without sacrificing quality




The 2020 Vision:
A top-performing state university system, nationally recognized for
excellence in academic and research pursuits that support and
stimulate a growing, vibrant economy and a high quality of life for
Arizonans




The 2020 Mission:

     To increase the educational attainment of Arizona citizens by
     producing enough high-quality university degrees for the state to
     be nationally competitive by the year 2020

     To increase the prominence of the system’s research enterprise
     so that it can contribute to the knowledge economy and improve
     the quality of life in Arizona

     To provide the educated workforce needed to fill shortages and
     to stimulate demand for higher paying jobs in Arizona




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                                                                                                                                                   Board of Regents Meeting
                                             Summary of Performance Targets to 2015                                                                     December 3-4, 2009
                                                                                                                                                               Appendix #2
                                                                                                                                                               Page 5 of 17


                                                    Arizona University System 2020 Performance Targets
                                                         2008              2015                         %              2020                             %
                                                         Actual           Targets       change        change          Targets       change            change
    2020 Vision Targets
    Bachelor's Degrees Produced                              19,804            25,249         5,445       27.5%            28,200         8,396            42.4%
    Freshman Retention Rate                                    78.2              80.7             3        3.2%              83.3             5             6.6%
    6-year Graduation Rate                                     55.4              58.3             3        5.4%              62.0             7            12.0%
    Community College Transfers                               8,593            10,205         1,612       18.8%            13,710         5,117            59.5%
    Undergraduate Enrollment (Official 21st Day)             99,155           120,866        21,711       21.9%           129,700        30,545            30.8%
    Total Enrollment (Official 21st Day)                    126,806           152,027        25,221       19.9%           163,900        37,094            29.3%
    Total Research Expenditures                        $831,189,000    $1,260,000,000   428,811,000       51.6%    $1,693,000,000   861,811,000           103.7%


                                                    Arizona State University 2020 Performance Targets
                                                         2008             2015                          %             2020                              %
                                                         Actual          Targets        change        change         Targets        change            change
    Bachelor's Degrees Produced                              11,229           14,699          3,470        30.9%          15,700          4,471           39.8%
    Freshman Retention Rate                                       80             84.0             4         5.0%            84.0              4            5.0%
    6-year Graduation Rate                                      55.8             60.0             4         7.5%            62.0              6           11.1%
    Community College Transfers                                5,457           6,555          1,098        20.1%           7,250          1,793           32.9%
    Undergraduate Enrollment (Official 21st Day)             53,298           62,976          9,678        18.2%          67,000         13,702           25.7%
    Total Enrollment (Official 21st Day)                     67,082           78,327         11,245        16.8%          82,000         14,918           22.2%
    Total Research Expenditures                        $259,500,000     $453,000,000    193,500,000        74.6%    $655,000,000    395,500,000          152.4%


                                                Northern Arizona University 2020 Performance Targets
                                                         2008             2015                          %             2020                              %
                                                         Actual          Targets        change        change         Targets        change            change
    Bachelor's Degrees Produced                                2,963           3,450            487        16.4%           4,400           1,437          48.5%
    Freshman Retention Rate                                     69.1             76.0             7        10.0%            78.0               9          12.9%
    6-year Graduation Rate                                      52.7             55.0             2         4.4%            60.0               7          13.9%
    Community College Transfers                                1,917           2,100            183         9.5%           3,960           2,043         106.6%
    Undergraduate Enrollment (Official 21st Day)*            16,787           22,700          5,913        35.2%          22,700           5,913          35.2%
    Total Enrollment (Official 21st Day)*                    22,507           28,500          5,993        26.6%          30,416           7,909          35.1%
    Total Research Expenditures                         $25,820,000      $34,000,000      8,180,000        31.7%     $40,000,000      14,180,000          54.9%


                                                      University of Arizona 2020 Performance Targets
                                                         2008              2015                         %              2020                             %
                                                         Actual           Targets       change        change          Targets       change            change
    University of Arizona
    Bachelor's Degrees Produced                               5,612            7,100          1,488       26.5%            8,100          2,488            44.3%
    Freshman Retention Rate                                    79.9           82.00               2        2.6%             85.0              5             6.4%
    6-year Graduation Rate                                     56.0             60.0              4        7.1%             63.0              7            12.5%
    Community College Transfers                               1,219            1,550            331       27.2%            2,500          1,281           105.1%
    Undergraduate Enrollment (Official 21st Day)             29,070           35,190          6,120       21.1%           40,000         10,930            37.6%
    Total Enrollment (Official 21st Day)                     37,217           45,200          7,983       21.4%           51,500         14,283            38.4%
    Total Research Expenditures                        $545,869,000     $773,000,000    227,131,000       41.6%     $998,000,000    452,131,000            82.8%



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    Board of Regents Meeting
         December 3-4, 2009
                Appendix #2
                Page 6 of 17




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                                                                                                                                                                  Board of Regents Meeting
                                                                                                                                                                       December 3-4, 2009
                                                                                                                                                                              Appendix #2
                                                                                                                                                                              Page 7 of 17

    KEY INDICATORS

    The table to the right illustrates the key indica-
    tors of progress for the Educational Excellence
    component of the 2020 Vision plan. While not
    all of these metrics are fully developed, they
    will allow the system to track progress on key
    outcomes necessary for success toward the
    2020 targets.

    The Board will continue to refine these metrics
    and develop a full-scale accountability system
    to track future progress.

    The Educational Excellence component of the
    plan deals with increasing bachelor’s degree
    production so that the state can reach higher
    educational attainment levels.

    2015 TARGETS

    The table to the right outlines several of the key
    performance targets in the five-year plans.                                                         Educational Excellence Targets for 2015
    By 2015 the plan calls for a 28% increase in
    the number of bachelor’s degrees produced                                                            2008         2015                       %         ASU        NAU         UA
    and 3 percentage point increases in both reten-                                                      Actual      Targets      change       change      2015       2015       2015
    tion and graduation rates.                           2020 Vision Targets
                                                         Bachelor's Degrees Produced                        19,804       25,249        5,445       27.5%     14,699      3,450    7,100
    A key component of success in the plan deals         Freshman Retention Rate                              78.2         80.7            3        3.2%       84.0       76.0   82.00
    with the ability of the system to attract greater    6-year Graduation Rate                               55.4         58.3            3        5.4%       60.0       55.0     60.0
    numbers of community college transfer stu-           Community College Transfers                         8,593       10,205        1,612       18.8%      6,555      2,100    1,550
    dents. By 2015 the plan calls for a 19% in-          Undergraduate Enrollment (Official 21st Day)       99,155      120,866       21,711       21.9%     62,976     22,700   35,190
    crease in community college transfers.               Total Enrollment (Official 21st Day)              126,806      152,027       25,221       19.9%     78,327     28,500   45,200
    Enrollment increases are necessary in order to
    attain the higher degree production targets and
    also to increase access for students in Arizona.
    By 2015 the plan calls for more than a 20%
    growth in enrollment at the universities.


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                                                                                                                                                             Board of Regents Meeting
                         Summary of Strategies for Educational Excellence: 2010-2015                                                                              December 3-4, 2009
                                                                                                                                                                         Appendix #2
System 2020 Macro Strategies                       Arizona State University                  Northern Arizona University                 University of Arizona           Page 8 of 17

Align educational pipeline                         Enhance partnerships with community       Expand partnerships with Arizona       Collaborate with P-14 educational
                                                   colleges to facilitate a more efficient   Western and Yavapai Colleges to offer partners to prepare students for uni-
                                                   transfer process                          more academic programs and student versity success
                                                                                             services
                                                   Teach upper-division coursework on                                               Certify 5% more teachers, especially
                                                   community college campuses in part-       Expand joint admissions recruiting and in STEM fields, each year, targeting
                                                   nership with community colleges for       programming                            underserved areas first, by developing
                                                   high demand programs                                                             alternative delivery models and hiring
                                                                                                                                    additional faculty
Close opportunity gaps                             Provide flexibility in course offerings   Pursue new efforts to increase military Increase undergraduate and graduate
                                                   and educational modalities, including     and veteran enrollments                  enrollments to reflect the growth and
                                                   increased online course availability                                               diversity of the state
                                                                                             Continue progress in increasing AZUN
                                                   Increase student diversity and recruit-   student learning and success, improv- Improve retention for freshmen and
                                                   ment of academically eligible under-      ing administrative effectiveness and     sophomores and 6-year graduation
                                                   graduate students                         efficiency, and strengthening AZUN       rates overall and for traditionally un-
                                                                                             infrastructure, marketing, and strategic derrepresented students by 5%
                                                                                             alliances
                                                                                                                                      Enrich the educational environment by
                                                                                             Increase online program offerings        recruiting and retaining a diverse fac-
                                                                                                                                      ulty with outstanding achievements

Continue developing the new system architec- Establish undergraduate colleges that           NAU branch campuses and eventually          Increase undergraduate and graduate
ture to ensure low-cost campuses and program will provide an opportunity for student         regional universities will deliver struc-   enrollments to reflect the growth and
offerings across the state                   to complete baccalaureate degrees in 3          tured, cost-effective baccalaureate         diversity of the state
                                             years at lower costs                            education in higher population density
                                                                                             areas                                       Expand access to courses and majors
                                                                                                                                         to keep pace with planned enrollment
                                                                                                                                         growth

                                                                                                                                         Improve ability to serve growing stu-
                                                                                                                                         dent population by providing integrated
                                                                                                                                         state-of-the-art technological support
                                                                                                                                         services

Minimize financial barriers for low-income fami-   Make student financial assistance         Maintain a reasonable tuition level for     Increase need- and merit-based finan-
lies                                               readily available for need-based and      resident students                           cial aid through Arizona Assurance
                                                   other targeted populations                                                            program and by doubling number of
                                                                                                                                         endowed scholarships for undergradu-
                                                                                                                                         ates


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    Board of Regents Meeting
         December 3-4, 2009
                Appendix #2
                Page 9 of 17




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                                                                                                                                           Board of Regents Meeting
                                                                                                                                                December 3-4, 2009
                                                                                                                                                       Appendix #2
                                                                                                                                                      Page 10 of 17


      KEY INDICATORS

      The table to the right illustrates the key indicators of
      progress in the 2020 Vision plan for Research Excel-
      lence.

      The Board will include these metrics in the account-
      ability system to track future progress.

      The Research component of the plan deals with
      moving the Arizona University System to a level of
      national prominence with other research systems in
      the United States and with transferring that knowl-
      edge to benefit the people in Arizona.



      2015 TARGETS

      The table below outlines the main targets for the Re-
      search Excellence component of the plan. Tracking
      total research expenditures demonstrates the level of
      research activity in the system.

      By 2015 the plan calls for a 52% increase in the total
      research expenditures in the system.




                                                              Research Excellence Targets for 2015
                                                     2008             2015                         %           ASU          NAU                   UA
                                                     Actual          Targets       change        change        2015         2015                 2015

     Total Research Expenditures                  $831,189,000    $1,260,000,000   428,811,000       51.6%   $453,000,000    $34,000,000        $773,000,000

     Total Doctoral Degrees awarded                                                                                1,241            130                  520

     Number of invention disclosures                                                                                  NA             30                  165


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                                                                                                                                                         Board of Regents Meeting
                                                                                                                                                              December 3-4, 2009
                                                                                                                                                                     Appendix #2
                       Summary of Strategies for Research Excellence: 2011-2015                                                                                     Page 11 of 17


 System 2020 Macro Strategies            Arizona State University                   Northern Arizona University                 University of Arizona


 Increase access to new and existing     Differentiate ASU from competition      Pursue support for research areas re-          Lead the nation in research and
 sources of federal and state research   through procurement of large projects   lated to biotechnology/bioscience and          outreach activities that are criti-
 support                                 (>$10M) in key target areas             health, environment and sustainable            cal to our state’s future
                                                                                 systems, learning and teaching, and
                                         Pursue a national research lab on scale regional social and economic chal-             Build on UA’s national leader-
                                         of $50-$100M per year                   lenges                                         ship in interdisciplinary and col-
                                                                                                                                laborative research
                                         Expand research funding from founda-
                                         tions and individual donors

                                         Expand collaborative research activities
                                         with industry
 Recruit, develop, and retain top re-    Close the gap on salaries as defined in    Continue efforts to retain faculty and      Expand infrastructure and invest
 search faculty and faculty teams        Faculty Peer Salary Analysis and in the    staff and hire competitively                in programs and projects that
                                         Joint Governmental Salary Survey                                                       reach across traditional univer-
                                                                                                                                sity boundaries, while also de-
                                         Improve salary and benefits for gradu-                                                 veloping emerging areas
                                         ate research and teaching assistants                                                   deemed worthy of investment

                                         Develop and maintain the network and
                                         computational resources required by
                                         the research community

                                         Hire full-time tenured/tenure track fac-
                                         ulty

 Promote the transfer of new knowledge Accelerate technology transfer initia-       Intensify efforts to establish and pro-     Enhance areas of study in which
 into the Arizona and global communi-  tives                                        mote cross-disciplinary integration of      UA has established its interna-
 ties                                                                               information needed to address energy        tional leadership, especially
                                       Continue to pursue angel and venture         and sustainability issues with a focus on   those that are vital to the future
                                       investment in emerging companies             Arizona and its rural areas                 of the state

                                                                                                                                Foster the transfer of technologi-
                                                                                                                                cal and research innovations

                                                                                                                                Provide research-based services
                                                                                                                                directly to the people of Arizona


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     Board of Regents Meeting
          December 3-4, 2009
                 Appendix #2
                Page 12 of 17




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                                                      Board of Regents Meeting
                                                           December 3-4, 2009
                                                                  Appendix #2
                                                                 Page 13 of 17


 KEY INDICATORS

 The table to the right illustrates the key indica-
 tors that will be used to measure future pro-
 gress in the Community Engagement and
 Workforce Impact component of the 2020 Vi-
 sion plan.

 These indicators are currently being refined,
 and data are being collected. The Board will
 continue to refine these metrics and will include
 them in the accountability system to be devel-
 oped to track future progress.

 HIGH DEMAND FIELDS

 Part of the future planning efforts of the Board
 will revolve around identifying key fields on
 which to focus efforts related to bolstering the
 Arizona economy. Preliminary work indicates
 that areas such as health care and STEM
 (science, technology, engineering, and mathe-
 matics) deserve special attention.

 2015 TARGETS

 There are no current performance targets for
 any of the key indicators pending further review
 and refinement.

 Future planning efforts will seek to identify high
 demand fields and set specific targets and
 strategies to address the plan.




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                                                                                                                                                    Board of Regents Meeting
                                                                                                                                                         December 3-4, 2009
      Summary of Strategies for Community Engagement & Workforce Engagement:                                                                                    Appendix #2
                                                                                                                                                               Page 14 of 17
                                     2011-2015

System 2020 Macro Strategies          Arizona State University                 Northern Arizona University                University of Arizona


Expand partnerships with business     Enhance partnerships with the com-       Expand AZUN degree and certificate         Expand partnerships with public, pri-
and community                         munity and the state                     programs to meet employer needs            vate, and nonprofit organizations to
                                                                                                                          distribute research and strengthen vital
                                                                                                                          services to Arizona citizens

                                                                                                                          Build endowment to improve ability to
                                                                                                                          provide Arizona with the best people
                                                                                                                          and programs
Advance Arizona’s communities         Address the interests and workforce      Support innovation and engagement          Foster the transfer of technological
through more extensive service and    needs of the metropolitan area and       with communities                           and research innovations
engagement                            state in times of diminishing economic
                                      resources                                Cultivate an educational community that Provide research-based services to
                                                                               promotes awareness of a diverse and     the people of Arizona
                                                                               changing world

Prepare Arizona’s workforce for the   Address the interests and workforce      Develop new pathways for workforce         Respond to the state’s shortages in
knowledge economy                     needs of the metropolitan area and       training and degree attainment for non-    vital areas such as healthcare through
                                      state in times of diminishing economic   traditional and adult populations          efforts such as increased enrollment
                                      resources                                                                           both at the Phoenix Biomedical Cam-
                                                                               Engage with partners to address eco-       pus and across all UA health-related
                                      Increase number of qualified teachers    nomic entrepreneurship, identify high      programs
                                      to meet K-12 educational demands         demand fields; increase the production
                                                                               of degrees in these fields in collabora-Certify 5% more teachers, especially in
                                                                               tion with partners                      STEM fields, each year, targeting un-
                                                                                                                       derserved areas first, by developing
                                                                               Provide responsive educational pro-     alternative delivery models and hiring
                                                                               grams to Arizona citizens wherever they additional faculty
                                                                               live and work

                                                                               Expand health professions programs on
                                                                               and off main campus




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     Board of Regents Meeting
          December 3-4, 2009
                 Appendix #2
                Page 15 of 17




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                                                             Board of Regents Meeting
                                                                  December 3-4, 2009
                                                                         Appendix #2
                                                                        Page 16 of 17


 KEY INDICTORS

 The table to the right illustrates the key indicators of
 progress in the 2020 Vision plan for the Productivity
 component.

 The first two indicators are based on best practice as
 utilized in the Delta Cost Project, a national project to
 examine productivity related to the production of
 bachelor’s degrees.

 The third indicator is an index, also based on national
 best practice methodology, to be used as part of the
 Board’s efforts to evaluate the financial strength of
 each university.



 2015 TARGETS

 Currently, there are no 2015 targets for these key
 indicators. As part of future planning efforts, the
 Board may wish to explore the extent to which estab-
 lishing targets for these indicators would be useful.




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                                                                                                                                                      Board of Regents Meeting
                                                                                                                                                           December 3-4, 2009
                                                                                                                                                                  Appendix #2
                               Summary of Strategies for Productivity: 2011-2015                                                                                 Page 17 of 17


 System 2020 Macro Strategies              Arizona State University                Northern Arizona University             University of Arizona


 Productivity Initiatives                  Consolidation of colleges and depart-   Use SPEED funding to move forward       Implement Transformation Plan that
                                           ments                                   on 5 critical deferred maintenance      includes a reassessment and restruc-
                                                                                   projects                                turing of academic and business units
                                                                                                                           to streamline operations and
                                                                                                                           strengthen core teaching, research,
                                                                                                                           and service mission

                                                                                                                           Renew commitment to accountability
                                                                                                                           and innovation to serve changing
                                                                                                                           needs

                                                                                                                           Strengthen collaborative networks with
                                                                                                                           major investment in technological in-
                                                                                                                           frastructure through the Mosaic Project
                                                                                                                           to replace aging financial system
 Comprehensive Funding Review              Partner in ongoing review               Partner in ongoing review               Partner in ongoing review

 Track financial strength of the univer-   Financial Status Updates                Financial Status Updates                Financial Status Updates
 sities
                                           Ratio analyses and reporting based on Ratio analyses and reporting based on Ratio analyses and reporting based on
                                           Composite Financial Index             Composite Financial Index             Composite Financial Index

 Improve tuition and financial aid poli-   Tuition proposals aligned with maxi-    Tuition proposals aligned with maxi-    Tuition proposals aligned with maxi-
 cies to align with affordability needs,   mum parameters of Board policy          mum parameters of Board policy          mum parameters of Board policy
 funding adequacy, and share of re-
 sponsibility for educational costs        Financial aid programs to maximize      Financial aid programs to maximize      Financial aid programs to maximize
                                           affordability for low-income students   affordability for low-income students   affordability for low-income students

                                           Tuition increases                                                               Develop ways to direct tuition reve-
                                                                                                                           nues to best serve students and reallo-
                                                                                                                           cate research revenues more strategi-
                                                                                                                           cally to invest in areas of particular
                                                                                                                           promise




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