1. CALS21 for Arizona21
College of Agriculture and Life Sciences – Office of the Dean.
The University of Arizona, Tucson, Arizona

2. “The College”
College of Agriculture and Life Sciences – Office of the Dean.
The University of Arizona, Tucson, Arizona

3. Projected CALS budget with no change in hiring plan (Jan 9 2012)
FY12 FY13 FY14 FY15
Permanent salary $310,241 $(215,415) $(763,250) $(1,215,483)
Temporary $133,109 $(2,375,901) $(541,533) $(730,686)
$443,350 $(2,591,316) $(1,304,783) $(1,946,169)
College of Agriculture and Life Sciences – Office of the Dean.
The University of Arizona, Tucson, Arizona

4. “On doing more with less”
Dr. Bruce Beattie
College of Agriculture and Life Sciences – Office of the Dean.
The University of Arizona, Tucson, Arizona

5. Performance-based budgeting
Gov. Brewer, budget 2012
College of Agriculture and Life Sciences – Office of the Dean.
The University of Arizona, Tucson, Arizona

6. New People, New Knowledge, New Economy
Morrill Act of 1862: "focus on the teaching of practical agriculture, science and engineering and military arts ("without excluding ... classical studies"). Direct response to the industrial revolution and changing social class structure.
Hatch Act of 1887: "conduct original and other research, investigations and experiments bearing directly on and contributing to the establishment and maintenance of a permanent and effective agricultural industry. . .” Direct response to the need for research-based information to increase American agricultural productivity.
Smith-Lever Act of 1914: "establish an educational outreach arm to 'extend' the results of research programs at the land grant colleges of agriculture and their affiliated state agricultural experiment stations to all citizens who might benefit from them.” Direct response to the need for a focused direct approach to get new knowledge into the marketplace to be used to improve American agricultural productivity.
New People, New Knowledge, New Economy
Social, Environmental & Economic Resilience

7. "Agriculture is a knowledge business"
Neil Conklin, Pres. Farm Foundation
Labor force by occupation:
farming, forestry, and fishing: 0.7%
manufacturing, extraction, transportation, and crafts: 20.3%
managerial, professional, and technical: 37.3%
sales and office: 24.2%
other services: 17.6%

8. DEGREES Agribusiness Economics and Management
Agricultural Technology Management and Education
Animal Sciences
Biosystems Engineering
Crop Production
Environmental and Water Resource Economics
Environmental Sciences
Family Studies and Human Development
Microbiology
Natural Resources
Nutritional Sciences
Plant Sciences
Retailing and Consumer Sciences
Veterinary Science
No major/undecided
DEGREES

9. CALS21: Active Strategic Thinking/Planning (Jan-July 1, 2012)
Winter
Spring
May 15
Summer
Fall Semester
CALS21 Plan enacted
External Stakeholder Input
SUBJECTIVE: “WHY” and “WHAT” we need to do”. First attempts at “HOW”.
REVIEW
Facilitated Visioning
EC: CALS Strategic Plan (WHY, WHAT, HOW, WHO). Budget Re-Alignment EC
HODS, CEDs, AEDs
CALS’
Faculty
OP&CD; ED&CES; Res & AES; and other Cabinet areas: Strategic Plan Realignment to fit CALS21
Unit Strategic Plan Realignment to fit with CALS21.
Strategic thinking A. facilitated by heads:
12 Questions
Strategic thinking B. facilitated by heads: Refined questions. By April 15
Unit Strategic Plans facilitated by unit heads. By May 15
UNITS
EC & Admin Cabinet data collection and evaluation
OBJECTIVE: Where are we now and what more information do we need to determine WHAT we need to do and HOW?
Faculty Consultative Group on Efficiencies, Effectiveness and Innovation
Ancillary data: e.g. Unit Annual Reviews, Recent Academic Program Reviews
Dean’s Research Advisory Council
Economics Education Report
Staff Consultative Group & Appointed Personnel Consultative Groups
AD’s + Cabinet Officer’s review & Strategic planning for their responsibility area