Burgess 8/13/2012
CALS21: Active Strategic Thinking/Planning (Jan-July 1, 2012)
Winter
External Stakeholder Input
Facilitated Visioning
EC
May 15
Spring
HODS, CEDs,
AEDs
CALS’
Faculty
SUBJECTIVE:
“WHY” and
“WHAT” we need
to do”. First
attempts at
“HOW”.
Summer
REVIEW
EC: CALS
Strategic Plan
(WHY, WHAT,
HOW, WHO).
Budget ReAlignment
UNITS
Strategic thinking B.
facilitated by heads:
Refined questions. By
April 15
Exec Council & Admin Cabinet data collection
and evaluation
Strategic thinking A.
facilitated by heads:
12 Questions
Unit Strategic Plans
facilitated by unit
heads. By May 15
Staff Council & Appointed Professionals Council
Faculty Consultative Group on Efficiencies, Effectiveness
and Innovation
Dean’s Research Advisory Council
Economics Education taskforce
Ancillary data: e.g. Unit Annual Reviews,
Recent Academic Program Reviews
OBJECTIVE: Where
are we now and
what more
information do we
need to determine
WHAT we need to
do and HOW?
Fall Semester
CALS21 Plan
enacted
Unit Strategic
Plan Realignment
to fit with
CALS21.
OP&CD; ED&CES; Res
& AES; and other
Cabinet areas:
Strategic Plan
Realignment to fit
CALS21
AD’s + Cabinet Officers review & Strategic planning for their responsibility area
CALS21: Active Strategic plan
Fall Semester
Winter
May 15
Spring
Summer
External Stakeholder Input
SUBJECTIVE: “WHY” and “WHAT”
we need to do”. First attempts at
“HOW”.
Facilitated Visioning
EC
HODS, CEDs, AEDs
REVIEW
EC: CALS Strategic Plan (WHY, WHAT,
HOW, WHO). Budget Re-Alignment
CALS’
Faculty
UA PLANNING
UNITS
Strategic thinking A. facilitated by
heads:
12 Questions
Strategic thinking B. facilitated by
heads: Refined questions. By April 15
Unit Strategic Plans facilitated by
unit heads. By May 15
Exec Council & Admin Cabinet data collection and evaluation
Staff Council & Appointed Professionals Council
CALS21 Plan
OBJECTIVE: Where are we now and what
more information do we need to
determine WHAT we need to do and
HOW?
Faculty Consultative Group on Efficiencies, Effectiveness and Innovation
Dean’s Research Advisory Council
Economics Education taskforce
Ancillary data: e.g. Unit Annual Reviews, Recent Academic Program Reviews
AD’s + Cabinet Officers review & Strategic planning for their responsibility area
• President’s inauguration - Nov 30
• ABOR meeting – Dec 6
Unit Strategic
Plan Realignment
to fit with
CALS21.
OP&CD; ED&CES; Res
& AES; and other
Cabinet areas:
Strategic Plan
Realignment
metrics,
optimization,
financing
ASPIRATIONS/
VISIONS/
DIRECTIONS
CONSTRAITS
creativity,
salience,
impact
• Not driven by financial considerations primarily.
• Must have a genuine vision.
• However, must not increase CALS costs overall.
S.T.E.M.
New UA S.T.E.M.
Center
AAU Undergraduate
S.T.E.M. Education
Initiative
The best prepared students possible
• Feedback from employers (preliminary)
– How can we Incorporate more into our curricula:
• Economics, risk analysis and finance tools
• Critical thinking , analysis and problem solving
• Communication
– Oral
– Written
• Cyber intelligence
– Security
– Corporate security
• Leadership in global commerce
Curriculum and Assessment
Establish
Learning
Goals within
Curriculum
Change
Curriculum
based on
Findings
Assess
Learning
Goals
Analyze
Results
Why is this important?
Ensure the best quality programs
Improve teaching efficacy
Reduce redundancy
Prepare students for careers
Accreditation
The best prepared students as possible
• What has been found by the different majors?
We need your input.
Contact
Office of Career and
Academic Services
ALSO WANTED
IMAGES OF CALS IN
st
THE 21 Century
Robert Casler
rcasler@ag.arizona.edu