About the Graduate Education and Research Initiatives Task Force on

Strategic Planning

Established to:

• Provide advice, recommendations, and guidance in support of ASU’s opportunities in research and graduate education
• Be a base of contact and assimilation with the university and its partners to build awareness of the impact of its research and graduate education
• Serve as a forum for consideration of research and graduate education topics as well as learning activities in a wide range of disciplines
• Provide broad input into long-range plans and partnership opportunities
• Provide strategies for program management, oversight, overall balance, and other aspects of program performance for research and graduate education

Revised and adopted from the National Science Foundation’s Advisory Committee for Environmental Research and Education

The committee will continue to attempt an alignment of the overall strategic guidance for Graduate Education and Research Initiatives with ASU’s mission, core values, and strategies which are:

MISSION

We pursue and share knowledge within a caring community that prepares students in challenging and diverse ways to become more productive global citizens.

CORE VALUES

We are committed to:

· The pursuit, transmission, and use of knowledge.

· Its pursuit and use in serving the specific needs and interests of all our students

· Its pursuit and use for the benefit of those external communities we serve, focusing first on those communities developing partnerships with us to address common concerns, but also on the role we can play in serving the national and global community.

Governed by:

Excellence and genuine opportunity and diversity

Measured by:

Integrity

STRATEGIES

We will distinguish ourselves through differentiated strategies that include:

· A student-centered focus

· Globalized opportunities

· Learning together/Excellence in teaching

· Attitudes that reflect a caring community

· Enhanced accessibility

Human Resources

Existing	Points of Transition	Risks	Challenges
Research -Faculty Faculty & Staff Responsibility- Articulation (Practitioner Base)	Adjusted Load (hrs) (work/academic) Incentives	Assessment Model Matrix to assess Goals/ Progress
Evaluation Incentives, vested driven a.m. oriented, not 24/7 Program Faculty Services Staff Students	Curricular Driven Discipline Driven Department Articulation Integrative Experiential Adaptive/organic Freedom to fail or succeed	Programs of Study Degree Certification Accreditation Licensure
Autocratic Administration Decentralized, base-driven	College Autonomy Community College(s) Center Sites	Relational Data Base
	Empowerment with Accountability	Change Management
	Micro-Manage	Shifts of Power
		Responsibility

Facilities

Existing Continuous Communication Across all levels	Points of Transition Continuous Communication Across all levels	Risks Continuous Communication Across all levels	Challenges
Library Resources Article data-base Collections/Holdings Special	Consortium Undergraduate & Graduate Access to curriculum	Linked to Accreditation
Telephones	Degree Requirements Primary & Secondary Resources	Used to Identify the University Transition
Realized infrastructure Enhanced for research	Student Driven Culture Lecture Series	Safety Access Security
Articulation and Allocation of Space Research Space Office Space Other	A. B. I. Articulation
Access to Facilities	Accountability	Time & Energy Use Refurbish/Build Retire Shift/Lease
Space Utilization	Multiple/Share Usage	Access, security and safety
Laboratory Access	Planning/Requesting Transition Priority
	Depreciation Model
	Importance of commons library concept/facilities to community and alumni continual learning lecture series on-line discussions development courses
	Involving researchers in landuse and planning recycling housing design

Funding

Existing (Equity formula) * National * Regional * State * ASU programmatic teaching research new Note of Importance: Outcome and Evaluation factors need to be defined, monitored, and revised in-process to reflect a flexible, dynamic system	Points of Transition (Possible Tiered System for allocation and distribution of faculty and related grants and contracts matters.) Points of Excellence Quality Resources/Facilities Bureaucratic Infrastructure IT Services Library Physical Space Procurement Services Facilities Management Community Resources Transit system Delivery Cyberstructure Communications PRT Process Special Services Advisory Council, fostering collaboration among undergraduate and graduate faculty, students, and administration and staff as is and with new challenges and opportunities.	Risks Paradigm Shift flexible enough to accommodate traditional research schedules in contrast to traditional teaching schedule	Challenges
Market Impact/ Influences
(Equity formula) (Priorities) * National *Regional * State *ASU Process Establishing priorities Projecting goals Community and/or University impact & Benefits

Allocations

Existing	Points of Transition	Risks	Challenges
*National *Regional *State *ASU Programs Internal and External Centers & Off-Campus Sites Interdisciplinary Studies Faculty Assignments	Community Colleges involvement. Reassignment of Time to Faculty and Staff Faculty and Student Appointments (FET) Faculty Assignments Class Size	Mission Creeping Identity Issues Management and Budgetary Issues Financial and Human Capitol PRT-VOID Salary Matters Line Item Issues Security A. B. I. Director NEWness Factor Traditional Teacher Self-Contained Department Model needs to become more flexible, if not change completely to fit new image of ASU
Policies, Practices and Procedures
Recruitment and Marketing