BOARD STRATEGIC DIRECTIONS

The Arizona Board of Regents has eight long-term Strategic Directions that provide a broad focus for its planning and are a guide for the university strategic planning. On an annual basis, the Board develops and pursues an Action Plan consisting of annual objectives that contribute to the accomplishment of the Board’s long-term strategic directions. The Action Plan also provides a means for progress reporting to the Board and other stakeholders.

It is important to note that the Action Plan is strategic and that once objectives have been implemented they continue, but do not show up on the Action Plan.

The Strategic Directions are as follows:

I. To Improve Undergraduate Education

II. To Strengthen Graduate Education

III. To Enhance Research and Impact Economic Development

IV. To Assure Access to Public University Education for all Qualified Residents of Arizona

V. To Capitalize on New and Emerging Technologies to Improve Teaching, Learning, Research

and Service Outcomes

VI. To Strengthen Relationships with Governmental, Educational and Constituent Groups

VII. To Improve Efficiency and Demonstrate Accountability

VIII. To Promote Learner-Centered Education

¨ Changing Directions: A higher education reform initiative based upon the comprehensive review and revision of funding streams and management strategies to strengthen support of financial aid, instructional and research programs for the purpose of increasing student participation and learning, workforce preparation and economic development. (Full Board, Jack Jewett, President)

¨ The Translational Genomics Research Institute (TGen): Provide support for the Translational Genomics Institute. Develop and implement a mechanism to guide and support the sharing of resources (financial, personnel, facilities) with TGen. (Full Board, Jack Jewett, President)

¨ Health Sciences: Review and implement, as appropriate, recommendations to collaborate in helping meet the healthcare needs in Arizona. These include future recommendations from the Governor’s Task Force on the Nursing Shortage, recent caregiver legislation and Proposition 301 funding initiatives. Review and ensure appropriate stakeholder involvement in the tri-university health sciences center initiative to provide educational, research and clinical services in Maricopa County. (Full Board, Jack Jewett, President)

¨ Strategic Planning: Consolidate and integrate all elements of the Board’s strategic planning process, including the Board’s 5-year strategic planning process, the new strategic plans required by the State, the information technology strategic plans, the campus master plans (Land Use), the Operational Plan (former Master List), the Capital Development Plans, the Capital Improvement Plan, and the Capital Forecast. Review and revise the Board’s mission and strategic directions, as appropriate. (Strategic Planning Committee, Robert Bulla, Chair)

¨ Information Technology Projects: Develop a process for Board of Regents review and approval of major university information technology projects. (Strategic Planning Committee, Robert Bulla, Chair)

¨ Proposition 301 Assessment Planning: Continue implementation of the Business Advisory Team to advise on assessment planning for projects funded from Proposition 301 funds and university technology transfer policies. Review recommendations regarding the Business Plans submitted for the Proposition 301 initiatives and consider recommendations as part of annual review process. (Strategic Planning Committee, Business Advisory Team, Don Ulrich & Jack Jewett, Co-Chairs)

¨ Public Awareness Plan: Update the Public Awareness Action Plan for 2002/2003. This plan creates an agenda for effectively communicating the universities’ contributions to the state, important Regents’ initiatives, and for improving relations between the university system and the state legislature. Develop a Legislative Action Plan to identify legislation that is relevant to higher education and to communicate the Board’s position on the legislation. Incorporate an effective strategy for communicating progress on the Changing Directions initiative to stakeholder groups and to the public. (Public Awareness Committee, Chris Herstam, Chair)

¨ Intercollegiate Athletic Review: Gain a better understanding of National College Athletics Association (NCAA) studies and proposed academic reform and implement annual institutional updates on intercollegiate athletics. (Public Awareness Committee, Chris Herstam, Chair)

¨ Learner-Centered Education: Monitor the integration of learner-centered education into existing procedures, such as Academic Program Reviews, accountability measures, LCE grants, and other mechanisms. Award Innovation Fund resources for grants to support learner-centered activities by issuing RFP’s in particular areas (e.g., faculty development, teaching materials program and course assessment development, and research projects). (Programs Committee, Christina Palacios, Chair)

¨ Teacher Education: Review and implement, as appropriate, teacher education and related programs proposed for development with the support of Proposition 301 funding. Continue to review the status of performance indicators in the university plan for aligning teacher preparation with state standards and provide appropriate feedback and guidance toward reaching other university and state goals. Participate in statewide initiative in expanding teacher education opportunities with the Community Colleges, Board review of university progress reports, passing scores for teacher tests and the state report on teacher education. (Programs Committee, Christina Palacios, Chair)

¨ Tuition & Financial Aid: Through the “Changing Directions” planning process, review options and implement a unified policy framework and comprehensive process for tuition and financial aid setting. (Resources Committee, Gary Stuart, Chair)

¨ Budget Process: Prepare for and monitor the annual budget process, including the submission of a budget request. (Resources Committee, Gary Stuart, Chair)

¨ Audit Policy and Procedure: Recommend possible changes to ABOR policy framework regarding preparation and review of internal and external audits; recommend improvements in the integration of central office and universities’ annual audit plans; review and recommend possible changes to ABOR policy framework relating to conflicts of interest, ethics, and investigations of alleged fraud and misconduct. (Audit Committee, Jack Jewett, Chair)

¨ Arizona Regents University: Consider approval of grants for new academic programs to support high need workforce development. Monitor implementation of approved program grants and seamless student services projects. Assess future funding priorities. (Arizona Regents University Committee, Chris Herstam, Chair)