Five-Year Strategic Plan. Fiscal Years

Transcription

1 Five-Year Strategic Plan Fiscal Years January 1, 2008

2 ARIZONA STATE UNIVERSITY Five-Year Strategic Plan FY EXECUTIVE SUMMARY Introduction This document presents the Strategic Plans for Arizona State University s four campuses for the period The plans represent the strategic priorities necessary to guide the university in its growth in the coming years. As a result of recent major initiatives by both Arizona State University (ASU) and the Arizona Board of Regents (ABOR), the university is embarking on a new and exciting journey. Guided by President Crow s enthusiasm, energy, and vision, ASU will fulfill its mission of serving the citizens of the State of Arizona. The State of Arizona continues to face fiscal challenges in funding its various responsibilities, including education. Although the steps required to support Arizona s current fiscal situation are not completely known, further erosion of Arizona State University s funding could result in devastating impacts on the institution s ability to achieve its goals and its mission. Consistent with the instructions provided by the Governor s Office of Strategic Planning and Budgeting, the attached document focuses on the incremental funding required to address the University s six key strategic issues over the next five years. While the influences noted above will have significant impacts on long-term directions, the enclosed strategic plans represent a new vision for Arizona State University as we carry out our responsibility for furthering the development of both individual students and society as a whole. Vision To establish Arizona State University as the model for a New American University, measured not by who we exclude, but rather by who we include; pursuing research and discovery that benefits the public good; assuming major responsibility for the economic, social, and cultural vitality and health and well-being of the community. Goal To become a world-class university in a multi-campus setting. Mission To provide outstanding programs in instruction, research, and creative activity, to promote and support economic development, and to provide service appropriate for the nation, the state of Arizona, and the state s major metropolitan area. 1

3 Commitments In support of its mission, the faculty, staff, and administration of ASU are committed to: Admitting a broadly diverse group of students and providing them a learner-centered education that engages students individually as active participants in the learning process. Encouraging interdisciplinary and core academic programs with an emphasis on their relevance to society, both regionally and in the larger global arena. Advancing use-inspired research that serves as an engine for economic, workforce, and technology development. Transforming the university from a state agency to an entrepreneurial institution that leverages its research enterprise to provide new revenues for the University and a higher return on the state s investment. Empowering colleges, schools, and interdisciplinary units to seek academic excellence, foster creativity, and enlarge the social, economic, and cultural impact of the university. Becoming an active presence in our community, socially embedded, and serving the needs of the people of Arizona and beyond. Embracing the cultural diversity of our unique locale, leveraging its economic and cultural heritage, social dynamics, and aspirations. Moving aggressively to establish a global presence. Strategic Issues 1. How to improve the quality of the undergraduate and graduate educational experience Enrollment growth and performance funding partially offset the increased costs associated with serving a growing student body. Additional funding beyond the base will allow ASU to offer more seats in critical coursework to support student success and enhance student progress toward graduation. ASU has requested funds for FY09 to continue the development of a tracking system that will monitor student progress, guarantee major course availability and quality through the hire of additional faculty, and improve graduate teaching stipends in an effort to attract the very best graduate students who will, in turn, improve the quality of our non-tenure-track teaching corps. This is the first phase of a multi-year plan to request $60 million to build a budget base sufficient to adequately address the needs of a student body of the size of that at ASU. 2. How to provide access to education for a growing student population given limited financial resources Enrollment growth and performance funding also allow the University to further its commitment to providing access to all qualified students. ASU successfully opened the Downtown Phoenix campus in Fall 2006 and plans expansion by Fall The opening of the campus provided a way for the University to expand resources in the heart of a dynamically growing city, as well as provide space required to continue to meet demand from a growing student body without having to further expand the Tempe campus. In addition, state funding will allow ASU to continue building the infrastructure at the 2

4 Polytechnic and West campuses to support the expected enrollment growth in coming years. ASU will also continue to set aside 15 percent of tuition revenues, and some program fees revenues as well, for need-based aid to improve affordability for a greater number of students. 3. How to recruit and retain faculty and staff in highly competitive national and local markets during a period of diminishing resources to education for a growing student population given limited financial resources The funding provided by the state for salaries in recent years has helped to improve average salaries and enable the recruitment and retention of quality faculty, but ASU continues to be well below the median salary of peer universities. ASU estimates its total faculty and staff unmet salary needs will reach $53 million by the end of FY How to enhance and improve social embeddedness ASU has developed a number of initiatives that demonstrate continued commitment to making an impact on the communities it serves. Examples include the University Public Schools Initiative and the ASU/Scottsdale Center for New Technology and Innovation. 5. How to serve as the only comprehensive provider of undergraduate and graduate education in a large metropolitan area, while maintaining a nationally competitive research capacity and contributing to economic diversity in the Valley ASU continues to seek opportunities for technological and intellectual development that will stimulate the economic environment of the Valley of the Sun as well as the larger Arizona economy. Funding approved by Arizona voters provided by Proposition 301 and the Research Infrastructure Bill for research bonding authority provide important resources to accelerate research efforts that address diversification in the Arizona economy and workforce and has led to a number of collaborative efforts with major private research institutions. For example, the Phoenix Biomedical Campus of the Arizona University System, located in downtown Phoenix, houses joint educational and research programs in biomedicine, featuring the University of Arizona medical school in collaboration with ASU and an expanded program in biomedical informatics. 6. How to ensure the necessary facilities and capacity to accommodate growth The ability to have sufficient and well-maintained facilities is critical to the operation of all universities. The student body growth that ASU has experienced over the recent past has exacerbated space availability on the Tempe campus, and the University currently operates under a severe teaching and research shortage, with an accumulated backlog of over $200 million for state-owned buildings. ASU has addressed some of the need with new educational facilities, such as the previously mentioned Downtown Phoenix campus and the expansion of the Polytechnic campus, as well as research buildings, such as the Biodesign Institute buildings and the Interdisciplinary Science and Technology Buildings. The ability to meet continued growth and maintain the infrastructure already in place will require support for new facilities as well as maintenance funding for the most critical renewal needs. 3

5 Funding and FTE Budget Summary FY 2008 (dollars in thousands) Tempe Campus West Campus Polytechnic Campus FTE Positions 11, General Funds 399, , ,972.0 Other Appropriated Funds 217, , ,576.0 Non-appropriated Funds 476, , ,571.1 Federal Funds 161, , ,584.1 TOTAL FUNDS 1,255, , ,

6 ARIZONA STATE UNIVERSITY Five-Year Strategic Plan FY As the only major research university in the heart of one of the most rapidly urbanizing metropolitan areas in the nation, a region marked by explosive population growth, demographic change, and environmental trends that threaten its sustainability, ASU must provide leadership for a region that lags behind comparable metropolitan areas in a number of educational, economic, and environmental indicators. ASU seeks to provide the best possible education for the broadest possible spectrum of qualified students, and although focused on its region, ASU is moving aggressively to establish a global presence. Although a single and unified institution, ASU is spatially distributed across metropolitan Phoenix in four differentiated campuses of equally high aspiration. Each campus represents a planned clustering of related colleges and schools. A federation of strong entrepreneurial colleges, schools, departments, and interdisciplinary institutes and centers will increase academic excellence, foster creativity, and maximize the real-world impact of the problem-focused research university of the future. Whether providing the best possible education to the students of Arizona, generating economic growth through its visionary research enterprise, or improving the quality of life and quality of place for all Arizonans, ASU is committed to building a great university here in the American Southwest. Major New Initiatives In August 2002, the Arizona Board of Regents approved a major statewide policy initiative entitled Changing Directions, which addresses certain issues facing the state s three universities, including growth, affordability, and the potential for greater flexibility of ABOR policies through differentiation among the state s universities. ASU and the other state universities have already utilized this initiative to improve college affordability by coupling additional tuition with improved financial aid programs to strengthen the availability of need-based financial aid. Second, in April 2004, President Crow issued a White Paper, One University in Many Places: Transitional Design to Twenty-First Century Excellence. This document embodies a major reconceptualization of Arizona State University developed through a design process involving the university community. Significant elements of this bold new vision for ASU include: A college/school-centric model of academic organization and advancement. Colleges and schools will be located on four campuses in the Phoenix metropolitan area, including the newly established ASU at the Downtown Phoenix campus. Each campus, ASU at the Tempe campus, ASU at the West campus, ASU at the Polytechnic campus, and ASU at the Downtown Phoenix campus, will have a different mission that unites the design and activities of the colleges and schools located there. Some academic units will be moved from their current campus to another one in light of program emphasis and potential contribution to a campus. 5

7 The university will continue to develop the network and communication infrastructure and business systems that link operations and instructional programs at the four university campuses. Third, in the spring of 2004, the Arizona Board of Regents initiated a feasibility and planning study for the redesign of the Arizona University System. The final report, A Redesigned Public University System, was approved by the Board in April 2005, and contains a number of recommendations concerning differentiation by both service provided and price/cost that will be important for the future development of Arizona State University and the other state universities ( Fourth, in April 2005, President Crow presented to the Arizona Board of Regents the document Comprehensive Development Plan for a New American University. This master plan outlined the physical development of the university s campuses, including the newly established Arizona State University at the Downtown Phoenix campus ( Finally, in August 2005, President Crow issued two parallel documents that outline the university s aspirations to become a world-class institution that pursues teaching, research, and creative excellence focused on the major challenges and questions of our time in such a way as to define a new gold standard of the twenty-first century university. Arizona State University: A New American University presents ASU s design imperatives as a definitive prototype of a new type of research university and gives in some detail a number of exemplary initiatives currently underway (see: The other document presents a statement of ASU s Vision and University Goals , briefly elaborating on the design aspirations for the New American University and then outlining the roles of the university s constituent campuses into the next decade ( Strategic Issues 1. How to improve the quality of the undergraduate and graduate educational experience Undergraduate and graduate education are the cornerstones of the university enterprise. Students seek a high quality education that prepares them to be successful in their careers, to contribute to society, and to become lifelong learners. Today s graduates must have strong communications, team building, and critical thinking skills as well as a global perspective to be successful. A continued emphasis on providing a quality educational experience requires examining and evolving how the university designs and delivers its instructional programs to maximize the impact of education. Improvements can be accomplished through new pedagogical techniques, such as collaborative learning, service learning, and other learner-centered approaches; through the appropriate use of technology to enhance the classroom experience; through undergraduate education that focuses on the student as an individual; by providing seamless access to the services and resources required for learning and creative and intellectual inquiry; and by providing an environment that fosters student scholarship. ASU continues to conceptualize and create a wide range of new interdisciplinary schools, institutes, centers, and programs that will foster the development of new knowledge. An area of concern for ASU is that even though the teaching load of tenure-track faculty has risen over the last ten years, undergraduate access to tenure-track faculty has fallen, reflecting the 6

8 fact that enrollment growth has outstripped our resource base. For example, the ratio of students to tenured/tenure-track faculty has increased from 26:1 in Fall 1991 to 36:1 in Fall Enrollment funding provides the basic resources needed to accommodate the increased student population and enables ASU to hire the faculty necessary to meet the increased schedule demands from the larger student body. Adequate funding will also allow the University to appropriately invest in programs that meet its goals to establish national standing for colleges and schools in every field and fully achieve national comprehensive university status. ASU is requesting $15 million in FY09 to support student success. The funding will be used to continue the development of a tracking system that will monitor student progress toward graduation and to hire additional faculty to ensure that sufficient critical coursework is offered based on student progress and demand. The requested funding will begin to mitigate the years of unfunded enrollment growth that has eroded the university s ability to provide resources that keep pace with the rate of enrollment growth. Support for enrollment growth between FY96 and FY08 totals only 30 percent of the formula-derived request, resulting in inadequate resources to maintain and improve student support. 2. How to provide access to education for a growing student population given limited financial resources To broaden access to a quality education for all segments of the population, ASU must be positioned to accommodate the continuing growth in high school graduates, particularly minority populations and a growing pool of older students requiring new job skills. Never in the history of Arizona has a university education been more important. Our knowledge-based economy and an ever-increasing trend toward globalization are changing the skills needed for success in the labor force. Yet, rising costs, need for financial aid, and years of under-funding for higher education place the idea of broad access at risk. Tuition increases approved by the Board of Regents in recent years and future increases consistent with Board policy will help offset some of the increasing need for financial aid and improve affordability for a greater number of students. In addition to setting aside 15 percent of tuition revenues for need-based financial aid, ASU will also set aside 15 percent of program fees. ASU is strongly committed to providing access to college for all qualified students. Furtherance of this goal requires bold and sustained planning to provide for the projected increases in enrollments, primarily of undergraduate students. The Downtown Phoenix campus, with its unique cluster of colleges and schools focusing on the public mission of ASU, is projected to accommodate about 8,000 students by the completion of Phases I and II in Fall In addition, both the West and the Polytechnic campuses are expected to serve up to 15,000 students each by the year 2020, reaching this goal through a series of planned expansion phases. For example, the state has provided funding that will pay for the debt service for a $103 million building program at the Polytechnic campus. ASU is well on the way to building the infrastructure needed to meet these goals, but continued investment will be necessary to provide the infrastructure for the enrollment growth envisioned at each of the campuses. See the Comprehensive Development Plan for a New American University for more detail on the development of the university s campuses ( 7

9 3. How to recruit and retain faculty and staff in highly competitive national and local markets during a period of diminishing resources Quality faculty are fundamental to a quality university education. Without the best faculty, it is not possible to provide the type of higher education that Arizona citizens deserve or to support the cultural and economic vitality that Arizona is striving to obtain. At ASU, hiring and retaining key faculty continues to be a concern. Like the other Arizona universities, ASU continues to struggle to consistently compete in the marketplace. With the funding provided by the state for salaries in recent years, ASU has made substantial progress in improving faculty salaries, enabling the University to recruit and retain highly recognized and respected academics in a variety of fields. However, while the median salary of all ranked faculty has increased from the 16th percentile in Fall 2003 to the 41th percentile in Fall 2006, the average salary falls short of the median by $3,900. ASU has made minor progress in improving staff salaries; however, salaries continue to fall behind comparable jobs for classified staff and service professionals. Turnover among classified staff continues to be a significant problem, with the Tempe campus having experienced turnover at a rate of nearly 13 percent, a symptom of salaries that are not competitive with the local market. ASU estimates its total faculty and staff unmet salary needs will reach $53 million by the end of FY How to enhance and improve social embeddedness Development of ASU requires the university to be a fully engaged and integral part of the social, cultural, and economic fabric of the metropolitan area and the state of Arizona. ASU will demonstrate its social embeddedness to the extent that the faculty and staff are supporting and sustaining communities and solving problems through applied research, service, and partnerships in the P-12 education system, business and industry, government, and the community. ASU must assist in building a socially diverse and economically viable community, in developing civic and community leadership, and in addressing challenges such as poverty, growth, economic development and diversification, social infrastructure, and quality of life. Achieving a higher degree of social embeddedness requires a change in the internal culture of the university as well as a change in the role of the university in the eyes of the community. The university must continue to expect employees to contribute to community life through their expertise, intellect, and engagement. The community must come to see the university as the key resource and place to get advice about community issues and solutions to community problems. Greater economic opportunity, coupled with expertise available from ASU, can enhance the multicultural strengths of Phoenix and Arizona. A good example of this type of close economic cooperation with the community is the ASU/Scottsdale Center for New Technology and Innovation, which will act as a hub for knowledge-driven industries, technology innovations, and commercial activities. With greater economic vitality comes the opportunity to reinvest in the artistic and cultural elements of the community. ASU is committed to improving student achievement and the quality of K-12 schools. The University Public Schools Initiative, a partnership with local school districts and the community, will launch four research-based schools, one on or near each ASU campus, to serve as exemplars and resources for schools. 8

10 5. How to serve as the only comprehensive provider of undergraduate and graduate education in a large metropolitan area, while maintaining a nationally competitive research capacity and contributing to economic diversity in the Valley Providing access to quality higher education for the citizens of Arizona is a primary responsibility of ASU. It is generally recognized that no large cities have obtained economic and cultural greatness without the presence of a great research university. Such universities have been and always will be the magnet for the intellectual capital required to build the economic and cultural base of a great city. ASU, as one of the largest universities in the nation when measured in terms of enrollment, developed late as a research university, obtaining Research I status only in As such, ASU must plan its research agenda with great care and focus in order to create an innovative research agenda that ensures the citizens of Arizona a substantial return on investment while serving growing enrollments. University-based research contributes not only to basic knowledge development and transmission and to quality individualized experiences for our students but also to economic development. Arizona s high technology economic base is not highly diversified, relying primarily on the semiconductor industry. Corresponding to the suggestions in the Battelle Institute reports of 2002 and 2003 detailing research opportunities for Arizona s universities, ASU continues to vigorously pursue long-term initiatives in such areas as biodesign, nanotechnology, and sustainable systems. Funding approved by Arizona voters provided by Proposition 301 and the Research Infrastructure Bill for research bonding authority provide important resources to accelerate research efforts that address diversification in the Arizona economy and workforce. ASU and the University of Arizona have signed a memorandum of agreement with the Arizona Board of Regents to create the Phoenix Biomedical Campus of the Arizona University System. This campus in downtown Phoenix houses joint educational and research programs in biomedicine, featuring a medical school run by the University of Arizona and supported by ASU and a program in biomedical informatics. 6. How to ensure the necessary facilities and capacity to accommodate growth The university currently operates under a severe shortage of library and research deficiencies, the total of which exceeds 700,000 square feet, as well as classroom laboratory deficiencies of nearly 140,000 square feet. Compounding these existing shortages is the university s continuing growth, both in enrollment demand and in responsibilities for research and service. ASU is aggressively obtaining new research facilities that will alleviate much of the current deficiency for research space. For example, the Tempe campus built the new Biodesign Institute (Buildings A and B), as well as Buildings I, II, and III (the last at the ASU Polytechnic campus) of the Interdisciplinary Science and Technology series of buildings. In addition, ASU currently leases space in the Brickyard in downtown Tempe and the ASU Fulton Center building. The lack of state investment to open and operate new buildings and upgrade existing buildings has resulted in deterioration of space, requiring additional funds prior to occupancy. In the past ten years, ASU has received only 13.8% of the needed funds set by the State s building renewal formula, with no funding in six of the ten years. The lack of state investment has resulted in an accumulated maintenance backlog of over $200 million for state-owned buildings, a cost that will continue to grow. 9

11 Providing and improving learning environments featuring classrooms and laboratories that facilitate learner-centered delivery requires a program of improved utilization policies and room upgrades that incorporate new instructional technologies and flexible room formats. Availability of appropriate instructional technology and flexible room design can permit improved room utilization. The ASU University Technology Officer participates in the strategic planning and budgeting processes to plan, coordinate, manage, and maintain the information technology resources and services across the four university campuses and among the three Arizona universities. 10

12 Arizona State University at the Tempe campus Mission and Description The historic Arizona State University at the Tempe campus is a major public research university offering programs from the baccalaureate through the doctorate to over 50,000 full-time and part-time students. ASU at the Tempe campus is a university that applies the strongest features of the traditional major research university to the rapidly evolving needs of the metropolitan Phoenix area and Arizona. The Tempe campus s unique roles within Arizona State University include providing graduate training at the doctoral level and serving as the only Carnegie Foundation-designated Doctoral/Research-Extensive campus in the metropolitan Phoenix area. The campus also serves as a preeminent regional venue for athletics and cultural events. ASU at the Tempe campus is a transdisciplinary academic community advancing the core historical disciplines associated with comprehensive research-extensive universities, including the arts and humanities, the natural and social sciences, engineering, and the professional schools. While advancing core historical disciplines, even greater research productivity will be facilitated by a flexible design that encourages the formation of use-inspired research and of interdisciplinary research groups. The campus will continue to emphasize both undergraduate and graduate education with a comprehensive array of Master s and Doctoral programs. ASU at the Tempe Campus has embarked on a dramatic research infrastructure expansion to create more than one million square feet of new research space, moving the university closer to its goal of tripling research capacity during the next five years. As a consequence of investment in research infrastructure, an unprecedented acceleration of the research enterprise, and the aggressive recruitment of prominent faculty, space on the Tempe campus is constrained and must be planned and used in support of the instructional and research mission. With projected enrollment increases, ASU expects to accommodate most of the projected enrollment growth on campuses other than the Tempe Campus. The Tempe campus will plan to accommodate an enrollment of approximately 50,000 students, maintaining current undergraduate enrollments with a shift from commuter students to more students living on campus. Graduate enrollments will grow with a shift towards more doctoral students and fewer master s degree students. Campus Goals 1. To improve undergraduate education 2. To improve graduate education 3. To provide access and effectively manage a diverse enrollment profile 4. To establish and maintain salary structures that are competitive in the relevant markets for all personnel 5. To advance the community through partnerships, knowledge transfer, and cultural resources 6. To enhance research and creative activity 7. To enhance and improve facilities and capacity to operate more effectively and efficiently 11

13 Selected Strategies by which ASU at the Tempe campus will Address Strategic Issues Following are selected strategies which illustrate how ASU at the Tempe campus will address the six general strategic issues facing the university as a whole. Strategic Issue 1: How to improve the quality of the undergraduate and graduate educational experience ASU at the Tempe campus is responsible for providing educational opportunities to approximately 50,000 students. While remaining an inclusive institution, the Tempe campus also strives to improve the quality of the educational experiences it offers students. Strategy 1: Accelerate access to courses students need for graduation Providing better access to required and often-selected courses is critical to helping students finish their degrees more quickly, especially in view of the substantial number of part-time and working adults that attend ASU at the Tempe campus. Strategy 2: Improve the quality of doctoral programs through selective scholarship awards Competition for top-flight graduate students is both intense and expensive, but this strategy is one of the most important means for obtaining excellent graduate students. ASU Tempe has been increasing the number of fellowships for graduate students, including a new program of fellowships for recent graduates of the university s undergraduate programs. Strategy 3: Build and maintain the knowledge management systems to store, preserve, and access the student, human resources, and financial records, instructional materials, research and creative output The ability for students to quickly and intuitively schedule and register for courses, access instruction, review and obtain records and transcripts using robust and reliable business systems is now a requirement for higher education. Such a system is critical to linking resources and providing services across the four ASU campuses. The capability to provide secure, robust, reliable and flexible business systems has become a differentiator among institutions and a recruitment tool for top students. 12

14 Performance Measure 1: Average years taken by freshman students to complete a baccalaureate degree program Past Performance Measure 2: Percentage of graduating seniors who rate their overall university experience as good or excellent 96% 96% 96% 96% 96% 95% 95% 95% 94% 95% 94% 94% 94% 94% 94% 94% 80% 82% 84% 86% 88% 90% 92% 94% 96% 98% 100% Past 13

15 Performance Measure 3: Doctoral degrees granted Past Resource Assumptions Strategic Issue 1: How to improve the quality of the undergraduate and graduate educational experience (dollars in thousands) FY09 FY10 FY11 FY12 FY13 Full-time Equivalent (FTE) General Funds 12, , , , ,989.1 Other Appropriated Funds 0.0 9, , , ,682.2 Non-appropriated Funds 6, , , , ,828.5 Federal Funds TOTAL FUNDS 19, , , , ,499.8 Strategic Issue 2: How to provide access to education for a growing student population given limited financial resources Establishment of the new Downtown campus is providing a more flexible mechanism for creating additional access to higher education for state and Valley residents. In addition, planning is underway to increase substantially the capacity of the West and Polytechnic campuses to provide educational opportunity for thousands of additional students over the next decade. Strategy 1: Alter course offering patterns to meet needs of nontraditional students Given the many working and part-time students that ASU serves, it is critical to provide flexibility in course offerings and educational modalities. 14

16 Strategy 2: Increase student diversity An important means of increasing access to higher education is by encouraging more minority students to continue past high school. Performance Measure 1: Off-campus sites and centers at which credit courses are offered (Maricopa County and others) Past Performance Measure 2: Percentage of undergraduates from ethnic minorities 22.2% 23.8% 23.5% 25.3% 25.9% 24.8% 28.0% 28.0% 28.0% 27.5% 27.0% 26.5% 0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% Past 15

17 Performance Measure 3: Percentage of graduate students from ethnic minorities 17.5% 17.0% 16.5% 16.0% 15.5% 15.0% 15.5% 14.3% 16.0% 14.8% 17.0% 15.0% 16.0% 16.5% 14.8% 15.5% 0.0% 2.0% 4.0% 6.0% 8.0% 10.0% 12.0% 14.0% 16.0% 18.0% 20.0% Past Resource Assumptions Strategic Issue 2: How to provide access to education for a growing student population given limited financial resources (dollars in thousands) FY09 FY10 FY11 FY12 FY13 Full-time Equivalent (FTE) General Funds 6, , , , ,694.6 Other Appropriated Funds 0.0 9, , , ,682.3 Non-appropriated Funds 6, , , , ,828.6 Federal Funds TOTAL FUNDS 13, , , , ,205.5 Strategic Issue 3: How to recruit and retain faculty and staff in highly competitive national and local markets during a period of diminishing resources The competition continues to increase for quality faculty as more states recognize the importance of quality faculty for creating a knowledge-based economy. The Tempe campus has worked hard to increase resources for faculty, including obtaining gifts that provide for endowed chairs and professorships. 16

18 Strategy 1: Close the gap on salaries as defined in the Faculty Peer Salary Analysis and in the Joint Governmental Salary Survey For the 07 academic year, ASU at the Tempe campus improved its salary position visà-vis peer institutions and is now at the 41 st percentile versus its peers. Continued state investment in faculty salaries will be critical to retain key faculty as well as enabling ASU to continue to attract highly recognized new faculty. Strategy 2: Maintain program to improve salary and benefits for graduate research and teaching assistants Other universities with whom ASU competes for top-quality graduate students have better salary and benefits packages. Excellent graduate students are essential for improving the quality of both graduate programs and the broader research enterprise. Strategy 3: Develop and maintain the network and computational resources required by the research community Maintaining competitiveness in research, faculty and student recruitment and retention requires secure access to: high capacity network connectivity; computational, data, and analytic resources required to support researchers; and the systems and application support staffing required by individual researchers, clusters, and research teams. Performance Measure 1: Average salary of all ranked faculty as a percentile of salaries at peer institutions Est Past 17

19 Performance Measure 2: Percent of agency staff turnover (classified staff only) 12.0% 12.0% 12.5% 12.5% 12.9% 12.9% 12.5% 12.9% 14.0% 12.8% 15.0% 13.7% 14.0% 12.6% 13.9% 16.3% 0.0% 2.0% 4.0% 6.0% 8.0% 10.0% 12.0% 14.0% 16.0% 18.0% Past Resource Assumptions Strategic Issue 3: How to recruit and retain faculty and staff in highly competitive national and local markets during a period of diminishing resources (dollars in thousands) FY09 FY10 FY11 FY12 FY13 Full-time Equivalent (FTE) General Funds 55, , , , ,340.1 Other Appropriated Funds Non-appropriated Funds Federal Funds TOTAL FUNDS 55, , , , ,340.1 Strategic Issue 4: How to enhance and improve social embeddedness ASU is strongly committed to embracing its social, physical, cultural, and economic environment to improve the quality of life for all Arizonans. Strategy 1: Address the interests and needs of the metropolitan area and state in resolving public policy issues ASU at the Tempe campus is committed to helping solve critical social issues, from improving P-12 education to contributing to the state competitiveness in emerging high technology industries. 18

20 Strategy 2: Enhance partnerships with the community and the state ASU has successfully implemented a number of programs that enhance partnerships within the community and state. Examples include the University Public School Initiative, which seeks, in partnership with local school districts and the community, to launch research-based schools to serve as exemplars and resources for schools. In addition, ASU continued its partnership with the Stardust Center for Affordable Homes and the Family. Strategy 3: Develop and maintain an on-line portal to provide simple, intuitive access to intellectual and creative university resources The university has tremendous intellectual, research, and knowledge resources that can be of significant interest and benefit to our communities. Unfortunately, these resources are currently distributed throughout the institution with little coordination, making identification and access extremely difficult. Performance Measure 1: Arizona K 12 teachers served through ASU educational support programming 72,000 70,000 65,000 63,000 61,782 58,840 56,037 54,177 45,000 53,369 28,000 26,255 21,500 25,700 16,500 21, ,000 20,000 30,000 40,000 50,000 60,000 70,000 80,000 Past 19

21 Performance Measure 2: Persons viewing KAET-TV on a weekly basis (in thousands) 2,300 2,300 2,270 2,250 2,230 2,225 2,280 2,221 Past 2,235 2,923 2,866 2,878 2,860 2,810 2,677 2, ,000 1,500 2,000 2,500 3,000 3,500 Resource Assumptions Strategic Issue 4: How to enhance and improve social embeddedness (dollars in thousands) FY09 FY10 FY11 FY12 FY13 Full-time Equivalent (FTE) General Funds 4, , , , ,023.2 Other Appropriated Funds Non-appropriated Funds Federal Funds TOTAL FUNDS 4, , , , ,023.2 Strategic Issue 5: How to serve as the only comprehensive provider of undergraduate and graduate education in a large metropolitan area, while maintaining a nationally competitive research capacity and contributing to the economic diversity in the Valley ASU is strongly committed to improving the quality of life in Arizona through use-inspired research that has positive impacts on people s concerns. 20

22 Strategy 1: Accelerate and leverage research funding The Tempe campus is using state tax resources provided through Proposition 301 and the Research Infrastructure Bill to construct new facilities, such as the Biodesign Institute at ASU Building A, which continue to help attract nationally known researchers in carefully selected areas of research, such as bioengineering, biomedicine, nanotechnology, and sustainable systems. Strategy 2: Accelerate technology transfer initiatives ASU at the Tempe campus has reorganized is technology transfer efforts to improve the rate at which research becomes transferred into medicines and other products that directly benefit the public. Performance Measure 1: External dollars received for research and creative activity (dollars in thousands) $240 $235 $230 $213 $206 $199 $205 $192 $175 $179 $156 $187 $135 $158 $122 $145 $0 $50 $100 $150 $200 $250 $300 Past 21

23 Performance Measure 2: Percentage of faculty and academic professionals receiving extramural support for research and creative activity 40% 40% 37% 35% 33% 30% 36% 35% 32% 34% 30% 39% 30% 37% 29% 29% 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% Past Resource Assumptions Strategic Issue 5: How to serve as the only comprehensive provider of undergraduate and graduate education in a large metropolitan area, while maintaining a nationally competitive research capacity and contributing to economic diversity in the Valley (dollars in thousands) FY09 FY10 FY11 FY12 FY13 Full-time Equivalent (FTE) General Funds 12, , , , ,874.5 Other Appropriated Funds Non-appropriated Funds Federal Funds 12, , , , ,201.5 TOTAL FUNDS 25, , , , ,076.0 Strategic Issue 6: How to ensure the necessary facilities and capacity to accommodate growth Strategy 1: Obtain full funding for building renewal formula on an annual basis The Tempe campus needs renewal funds to maintain existing buildings, network and communications infrastructure, and facilities, keeping them secure, productive and preserving the value of the state s investment in them. 22

24 Strategy 2: Leverage funding to address need for cutting-edge research facilities Performance Measure 1: Net assignable square feet of campus space Est. 6,312 4,403 4,215 3, ,000 2,000 3,000 4,000 5,000 6,000 7,000 Past Resource Assumptions Strategic Issue 6: How to ensure the necessary facilities and capacity to accommodate growth (dollars in thousands) FY09 FY10 FY11 FY12 FY13 Full-time Equivalent (FTE) General Funds 64, , , , ,881.1 Other Appropriated Funds Non-appropriated Funds Federal Funds TOTAL FUNDS 64, , , , ,

25 Total Resource Assumptions for ASU at the Tempe campus Strategic Issues* Agency Total for All resource assumptions described individually (dollars in thousands) FY09 FY10 FY11 FY12 FY13 Full-time Equivalent (FTE) General Funds 155, , , , ,802.6 Other Appropriated Funds , , , ,364.5 Non-appropriated Funds 13, , , , ,657.1 Federal Funds 12, , , , ,201.5 TOTAL FUNDS 181, , , , ,025.7 Note: These resource assumptions do not include any tuition increases pending action by the Board of Regents. Agency Summary Funding Information Budget (dollars in thousands) FY08 FTE Positions 11,262.6 General Funds 399,856.8 Other Appropriated Funds 217,845.0 Non-appropriated Funds 476,327.4 Federal Funds 161,861.1 TOTAL FUNDS 1,255,

26 Arizona State University at the West campus Mission and Description Arizona State University at the West campus has developed a distinctive mission within ASU. We strive to become a comprehensive campus that balances the traditions of liberal arts education with responsiveness to the dynamics of workforce requirements. The West campus colleges and schools are committed to teaching and research that are innovative, interdisciplinary, collaborative and problem-based. The four colleges on the campus coupled with selected university-wide programs are distinctively positioned with their 33 bachelor degrees, 15 master degrees and nine professional certificates to offer students rich and diverse multicultural learning environments embedded within both undergraduate and graduate academic programs. Through partnerships with local industries, public service organizations, governmental agencies, schools, municipal and other community groups, students at ASU s West campus have the opportunity to learn by focusing on issues directly related to both the local community and society at large. ASU at the West campus serves a diverse body of more than 8,600 students, with capacity to double enrollment. Located in northwest Phoenix, the campus is noted for fountain courtyards that contrast with natural desert surroundings. This full-service campus features a library, child development center, student health center, apartment-style student housing, bookstore, fitness center, credit union, computer center, food service facilities, and theater and meeting rooms. The campus also provides the community with fine arts and cultural programs. As the campus grows and expands, its programs will serve as part of ASU s energetic force in the state and region. The university s strategic direction provides the framework for future growth and decisions. Campus Goals 1. To improve undergraduate education 2. To develop graduate education 3. To foster pre-eminent scholarship and creative activity 4. To advance the community through partnerships with external constituencies and in ways that promotes its social, economic, and cultural development 5. To provide access and effectively manage a diverse enrollment profile 6. To strengthen the capacity of our academic enterprise Selected Strategies by which ASU at the West campus will Address Strategic Issues Following are selected strategies that illustrate how ASU at the West campus will address the six general strategic issues facing the university as a whole. 25

27 Strategic Issue 1: How to improve the quality of the undergraduate and graduate educational experience ASU at the West campus designs instructional programs to maximize the impact of education by using pedagogical techniques like collaborative learning, service learning, and other learnercentered approaches. Strategy 1: Expand co-curricular learning opportunities to assist in student success West campus provides an array of co-curricular opportunities designed to interconnect activities that enhance academic success skills, utilize a variety of campus resources, and encourage interaction between students, faculty and staff. Examples include: (1) faculty-student collaborative research learning activities in a variety of academic settings including the social and behavioral sciences and integrated natural sciences; (2 opportunities for students to enhance their understanding of mathematics, science, and writing through the learning enhancement center which offers services in a multitude of venues on campus, (3) experiential education opportunities through internships, service learning experiences, and community service like the volunteering opportunities offered by Student Affairs; and, (4) the internships, externships and service learning opportunities offered in our integrated natural sciences program. Performance Measure 1: Percentage of undergraduate students graduating with internships and field experience 36% 35% 50% 50% 49% 49% 49% 48% 45% 47% 42% 44% 43% 41% 44% 42% 0% 10% 20% 30% 40% 50% 60% Past 26

28 Performance Measure 2: Percentage of undergraduate students graduating with research or capstone experience 95% 95% 95% 95% 95% 93% 92% 93% 97% 97% 92% 95% 94% 95% 93% 94% 80% 82% 84% 86% 88% 90% 92% 94% 96% 98% 100% Past Performance Measure 3: Percentage of graduating seniors who rate their overall university experience as good or excellent 98% 98% 97% 97% 97% 96% 95% 97% 96% 98% 97% 97% 93% 98% 92% 97% 80% 82% 84% 86% 88% 90% 92% 94% 96% 98% 100% Past 27

29 Performance Measure 4: Percentage of upper-division transfer students graduating in four years 90% 88% 87% 86% 85% 83% 82% 82% 88% 87% 87% 87% 81% 94% 79% 94% 60% 65% 70% 75% 80% 85% 90% 95% 100% Past Performance Measure 5: Percentage of lower-division transfer students graduating in five years 75% 74% 73% 72% 71% 70% 72% 69% 71% 78% 70% 73% 70% 74% Past 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 28

30 Strategy 2: Improve the quality of master s programs through selective scholarship awards ASU West is using scholarship awards more strategically than in the past, in two ways: (1) by increasing the number of scholarships designated for recruiting students, and, (2) by increasing the proportion of dollars from the pool that will be used to recruit talented graduate students. Performance Measure 1: Number of Master s degrees granted annually Past Resource Assumptions Strategic Issue 1: How to improve the quality of undergraduate and graduate education (dollars in thousands) FY09 FY10 FY11 FY12 FY13 Full-time Equivalent (FTE) General Funds Other Appropriated Funds , , , ,360.4 Non-appropriated Funds Federal Funds TOTAL FUNDS , , , ,418.8 Strategic Issue 2: How to provide access to education for a growing student population given limited financial resources Beginning six years ago, ASU at the West campus started admitting lower-division students in order to serve more students while continuing its 2+2 programs with community colleges as well as some selected programs with high schools and community colleges. In addition, the GCC-ASU Partnership offers freshman- and sophomore-level courses through cooperation with Glendale Community College. ASU at the West campus remains committed to building on the MCCCD/ASU Alliance so that more students can move more smoothly and successfully to complete a B.A. or B.S. degree. 29