2018 Strategic Plan Agenda Introduction & Pillars 1-2 - PowerPoint PPT Presentation

2018 Strategic Plan

Agenda Introduction & Pillars 1-2 9:00-11:00 am Break 11:00-11:30 am Pillars 3, 4, 5 & 11:30 am-1:00 pm Closing

LISA ORDÓÑEZ, PhD ELLIOTT CHEU, PhD Vice Dean and Professor, Associate Dean and Professor, Eller College of Management College of Science

Introduction

UA rankings are on the rise, and we will continue to progress National Ranking Public Ranking 96 44 46 47 102 44 96 106 55 57 58 57 58 58 58 119 120 120 60 121121 124 124124 2009 2009 2008 2010 2008 2010 2012 2013 2014 2015 2016 2017 2018 2019 2012 2013 2014 2015 2016 2017 2018 2019 2011 2011 SOURCE: US News and World Report

Freshman retention rates Freshman retention rates vs peers (2017-18) for full-time students % retention from year 1 to year 2, rank % retention from year 1 to year 2 School Sc Ac Actual Peer Rank Pe UCLA 97% 1 U Florida 96% 2 83.3 81.5 81.9 81.2 80.2 80.4 80.5 U Maryland 96% 3 UNC Chapel Hill 96% 4 U Texas 95% 5 U Wisconsin 95% 6 Ohio State 94% 7 U Washington 94% 8 Penn State 93% 9 UC Davis 93% 10 U Minnesota 93% 11 Texas A&M 92% 12 U Illinois 92% 13 Michigan State 91% 14 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 U Iowa 86% 15 U Arizona 83% 16 SOURCE: IPEDS Data Center

Six-year graduation rates Six-year graduation rates vs peers (2016-17) for full-time students % students who graduate within six years % students who graduate within six years School Sc Actual Ac Rank Ra UCLA 91% 1 64.6 63.5 UNC Chapel Hill 91% 2 61.4 60.9 60.1 59.9 U Florida 87% 3 U Maryland 86% 4 Penn State 86% 5 U Wisconsin 85% 6 UC Davis 85% 7 U Illinois 85% 8 Ohio State 84% 9 U Washington 84% 10 U Texas 81% 11 Texas A&M 80% 12 U Minnesota 78% 13 Michigan State 78% 14 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 U Iowa 72% 15 U Arizona 60% 16 SOURCE: IPEDS Data Center

University of Arizona Research Activity: FYs 2010-2017 NSF HERD overall research activity rankings (2015-16), with ABOR peers highlighted 1 $M $M in research expenditures Insti In titu tuti tion Sp Spend nd ($m) Rank Ra Insti In titu tuti tion Sp Spend nd ($m) Rank Ra 629,466 622,200 606,219 604,822 Johns Hopkins U. Jo . 2, 2,431 31 1 Co Columbia U. 83 837 20 20 588,088 U. Michigan, Ann Arbor U. 1,436 1, 2 Pennsylvania State U. Pe 82 826 21 21 U. U. Pennsylvania 1, 1,296 3 Ohio State U. Oh U. 818 81 22 22 U. U. California, San Fr Francisco 1,294 1, 4 Ne New York U. 81 810 23 23 U. Washington, Seattle U. 1, 1,278 5 U. U. Fl Florida 791 79 24 24 U. U. Wisconsin-Ma Madison 1, 1,15 158 6 Ge Georgia In Insti titu tute te of Technology 791 79 25 25 U. California, San Diego U. 1, 1,087 7 U. California, Berke U. keley 774 774 26 26 Ha Harvard U. 1, 1,077 8 U. U. California, Davis 74 742 27 27 Stanf St nford U. 1,066 1, 9 Washington U Wa U., S Saint L Louis 74 741 28 28 Du Duke e U. 1,056 1, 10 10 29 29 No Northwestern U. 71 713 U. U. North Carolina, Chapel Hill 1,045 1, 11 11 U. Southern California U. 703 703 30 30 U. U. California, Los Angeles 1, 1,038 12 12 Vanderbilt U. Va 64 641 31 31 Co Corn rnell U. 97 974 13 13 Ru Rutgers, State U. New Jersey 630 63 32 32 Ma Massachusetts Institute of Tech. 94 946 14 14 U. Illinois, Ur U. Urbana-Ch Champaign 625 62 33 33 U. U. Minnesota, Twin Cities 91 910 15 15 U. U. Texas, Austin 622 62 34 34 Te Texas A&M U. 89 893 16 16 Em Emory U. 615 61 35 35 U. U. Pittsburgh 890 89 17 17 Mi Michigan State U. 613 61 36 36 Ya Yale U. 882 882 18 18 Purdu Pu due U., West Lafayette 606 60 37 37 U. Texas M. D. Anderson U. 852 852 19 19 U. Arizona U. 60 604 38 38 2012-13 2013-14 2014-15 2015-16 2016-17 Cancer Ca r Ce Center 1 Note that other ABOR peers were ranked lower: U. Maryland, College Park AB ABOR peer school ools (41) and U. Iowa (48) SOURCE: NSF Higher Education Research and Development Survey

UA’s Organizational Health and Culture Organizational Town Halls Focus Groups Health Survey We are a team of champions… …but we want to be a championship team ▪ Strong talent ▪ Stronger accountability and management ▪ High motivation ▪ Alignment around values ▪ Strategic clarity

Our Promise We will develop innovative, adaptive learners and disruptive problem solvers who are prepared to lead meaningful lives and improve society in the Fourth Industrial Revolution Economy We will invest in the discovery, research, and creative endeavors that solve the world’s grand challenges We will leverage Arizona’s unique assets and diversity as a competitive advantage and be an integral and collaborative partner with our local and global communities

Fourth Industrial Revolution Mechanical Electrical Digital Convergence Me Mechanization, steam Ma Mass production, assembly Automa Au mation, , comp mputers and Co Convergence of physical, , power, weaving po g loom line, e li ele lectr trical e l energy el elec ectroni nics di digi gital, and d bi biologi gica cal sci cience ces 1784 1870 1969 TODAY

§ New Technologies are fusing the physical, digital and biological worlds and the developments are affecting all disciplines, economies, industries and governments – even challenging ideas about what it means to be human. § Artificial intelligence such as supercomputers, drones and virtual assistants to 3D printing, DNA sequencing, smart thermostats, wearable sensors and microchips smaller than a grain of sand are just the beginning. § Technology will empower people instead of replace them. Progress will serve society rather than disrupt it. Innovators will respect moral & ethical boundaries rather than cross them. “The fourth industrial revolution is more significant, and its ramifications more profound, than in any prior period of human history.” - Klaus Schwab

Nov. 12, 2018 What role will higher education play in the Fourth Industrial Revolution?

900+ Online comments addressed 60+ Focus groups with faculty, staff, & alumni 30 Interviews with external experts We have engaged OVER 40+ 10,000 Visits with Initiative Owners 65+ colleges and leading the business units planning process Wildcats and counting! UA employees 1,000+ 4,200+ Faculty & staff members participated in engaged in working organization health groups survey

2018 Strategic Pillars The Wildcat Grand The Arizona 1 2 3 4 UA Global Journey Challenges Advantage Driving Student Tackling Critical Serving Arizona by Setting the Standard Success for a Rapidly Problems at the Edge Advancing our Land for a Global University Changing World of Human Endeavor Grant Mission by in the Digital Age Driving Social, Cultural and Economic Impact 5 Institutional Excellence Ensuring UA Lives its Values and Innovative Culture to Enable an Efficient, High Performing Academic and Administrative Enterprise