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