CALS Strategic Goal One

Be a leading economic development engine for Arizona

Current situation and gap between current situation and desired situation:
We believe that we are an economic development engine for the state but do not measure and articulate our economic development impact well.
Strategies (numbered) and actions (bulleted).

  1. Focus on regionally responsive and globally relevant education, research, development, technology transfer, and extension.
    • Focus on developing research and extension projects for resilient societies in arid and semi-arid regions.
    • Focus on diversified and non-commoditized industry as well as large scale commodities.
    • Become a partner with local governments and an element in their economic development vision and plans.
    • Help Yuma develop as an energy center.
    • Develop short professional development, executive education, and continuing e-education courses.
    • Develop strategic alliances with industries.
    • Market to Arizona public and State Legislature the concept of CALS research and education as economic growth assets.
    • Focus CALS resources on degrees that allow students the best economic mobility.
    • Have united message and single college-wide identity.
  2. Double research productivity by 2020.
    • Streamline grant/administration routing processes – fewer steps and signatures.
    • Computerize forms for all grant submissions.
    • Sponsored projects support staff to move into the office of the associate dean for research.
    • Salaries of sponsored projects support staff to be connected to IDC.
    • Sponsored projects support staff paradigm to go from policing to serving customers to creating advocates.
    • Measure true economic impacts annually in terms of jobs, dollars and social impact.
    • Establish a Research Advisory Council to identify specific mechanisms to double research.
    • Improve intra- and extra-CALS collaborations.
    • Exceptional communication especially with other colleges, vice presidents and the community.
    • Become a central partner in all intramural life science, medical and human biology initiatives.
  3. Make the application of informatics (especially “big data” approaches) ubiquitous in CALS.
    • Maintain effective and efficient cyber-infrastructures that are directly used to enhance T, R, E missions.
    • Establish engaged Cyberinfrastructure Advisory Group.
    • De-invest money and people time in commodity IT, which should be delivered by UITS.
    • Educate faculty in using new resources and methods.

 

2017 Updates:
For updates on our progress toward this strategic goal, please read this June 15, 2017 memo, Update from Associate Dean Silvertooth on Goal 1, and this August 23, 2017 memo from Associate Dean Antin, Progress Towards Increasing CALS Research Productivity and Impact.

 

Continue to -- CALS Strategic Goal Two