Phase 1 (January - February 2012)

  • Discussion within the Administrative Cabinet will identify key benchmarks and metrics for measuring our progress and measuring ourselves against (i) our peers at the college level; (2) comparing units within the college. Identify college goals.
  • The associate deans for academic programs, research and Cooperative Extension will identify key metrics for measuring progress towards goals set by ourselves, the university and our stakeholders for each of their specific areas and will build strategic plans.
  • Faculty Consultative Group on CALS Effectiveness, Efficiency and Innovation begins. (This group has been reconstituted and is now known as the Faculty Council).
  • Dean's Research Advisory Committee begins.
  • Units and subunits review where they believe that they need to be going in the light of their own administrative units and others in CALS and on campus.

Phase 2 (March - April 2012)

  • College-wide refinement of objective benchmarks will take place within the units, facilitated by unit heads. Units will identify positive or essential activities or structures that must be maintained or enhanced, as well as activities that should be discontinued or modified.
  • The Executive Council, unit heads, and a group of mid-career faculty nominated by their unit heads will take part in facilitated visioning sessions.

Phase 3 (April - May 2012)

  • Units across the college will draft new strategic plans.
  • The Appointed Professionals Council and Staff Council will prepare reports for the dean on CALS effectiveness, efficiency and innovation. Final reports will be provided to the dean by May 15.
  • College community reviews a draft of the Grand Vision Pillars that will guide Executive Council and Administrative Cabinet in preparing a new strategic plan. Feedback will be submitted to the dean.

Phase 4 (May 2012 - present)

  • A new strategic plan for the college will be prepared by the Executive Council and Administrative Cabinet.
  • CALS21 plan will be enacted.
  • Unit strategic plans will be realigned to fit with CALS21.

CALS21 Documents

Please visit the links below to review some important documents developed during Phase III of the CALS21 strategic planning process:

New Structures

Executive Council

  • Vice President for Agriculture, Life and Veterinary Sciences, and Cooperative Extension; Dean; Director, Arizona Experiment Station
  • Bart Cardon Associate Dean for Academic Programs and Career Development
  • Associate Dean for Research
  • Associate Dean for Economic Development and Director, University of Arizona Cooperative Extension
  • Associate Dean for Finance and Administration

Administrative Cabinet

Membership: Executive Council plus: head of academic unit heads (position rotates annually among unit heads); senior director of CALS Development, Alumni and Advocacy; director of CALS International Programs; director of CALS Communications and Cyber Technologies (CCT); others as appropriate.
Aim: Improve communication and coordination.
Meeting Schedule: Mondays, 9-10am with aspiration of two meetings per month during academic year.

Dean's Research Advisory Committee

Chairs: Kirsten Limesand (Associate Professor, Nutritional Sciences) and Rod Wing (Professor, Plant Sciences).
Membership:Associate Dean for Research, ex-officio; others to be appointed by the original four members to represent the diverse range of work done in CALS.
Aim: Identify how CALS will double research and scholarship by 2020 in real terms (see The Arizona Higher Education Enterprise: Strategic Realignment 2010 Forward).
Meeting Schedule: To be determined by DRAC but likely frequent in first few months.

Faculty Council

Chairs: Joel Cuello (Professor, Agricultural and Biosystems Engineering). MEMBERSHIP: Members of the University of Arizona Faculty Council; the promotion and tenure/continuing status committee chairs of departments not represented by UA Faculty Council members; plus representatives for the Experiment Station units and Arizona Cooperative Extension.
Aim: To identify how we can change our operations to be even better in state-funded academic and non-academic functions by seeking out, evaluating and providing creative ideas focused on: Effectiveness – enhancements to better meet our three-fold mission of teaching, research and extension; Efficiency – enhancements to better organize, manage and utilize our resources and to cost less than our current systems; and Innovation – truly new ways to do things compared to our past (invention + exploitation).
Meeting Schedule: As needed.

Background Materials