school of natural resources and the environment 2017 ... school of natural resources and the...

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School of Natural Resources and the Environment

2017 Faculty Retreat Report

May 4, 2017 Marriott University Park

Report Date June 29, 2017

Stuart E. Marsh Director SNRE

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School of Natural Resources and the Environment Retreat Agenda May 4, 2017

9:00 – 9:30 State of the School – CALS New Operating Performance Metrics 9:30 – 10:00 Successional Planning 10:00 – 10:30 CALS Budget Retreat Topics (Break‐Out by Tables) 10:30 – 10:45 Break 10:45 – 11:30 APR 5 Most Important Things to Address and How to Address them in Our

Response to the APR Report (Break‐Out by Tables) 11:30 – 12:15 APR Group Discussion – Prioritization ‐ Conveying a Unified Message 12:15 – 1:00 Lunch 1:00 – 2:00 The POP We Got – Significantly Increasing SCH – Original Position Justification What We Need it to be Now ‐ How to Make It a Success (Break‐Out by Tables and Group Discussion) 2:00 – 3:00 Review and Revise Future Positions Spreadsheet (Break‐Out by Tables and

Group Discussion)

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1. State of the School – CALS New Operating Performance Metrics The Director reviewed the current CALS operating performance metrics of SNRE in relation to our mission and current goals (attachment 1). SNRE’s performance in research remains very high and our SCH continues to grow thanks to increasing enrollments in our Tier 1, RNR 200, and RNR 316.

2. Successional Planning The Director discussed his plan to step‐down as Director of SNRE June 30, 2018. The Director noted that at that time he will have served as either Interim Director or Director for 6 years and though he has taken enormous satisfaction working with everyone in SNRE and that we have accomplished a great deal together; he felt that it would be best for the School to pass leadership on to a new Director. The Director noted his efforts to provide the School with a proactive approach to successional planning and the pros and cons of an external versus internal search given current CALS realities. The Director also related that over the past two years he and Associate Director Koprowski have worked closely together on all aspects of leadership of the School. The Director made it clear that these efforts were aimed at allowing the School to have the option to call on the Associate Director to be nominated to the Dean as the next Director given his intimate knowledge of the School, his shared vision and commitment to the School, his prior leadership offers, his training, and his desire to do all he can for SNRE. Subsequent discussion by the faculty regarding and internal vs external search resolved that an internal search would be the way to proceed. Many faculty voiced strong support for Associate Director Koprowski being nominated to the Dean but asked the Director to develop a formal nominating process and timeline. Subsequently the Director developed the following for discussion at the first faculty meeting of the new academic year.

1. Director asks for nominations for the position of Director SNRE. The nominating process will be between September 6 and September 22, 2017.

2. The Director meets with those nominated and determines their desire to pursue this opportunity.

3. Those faculty nominated are asked to provide a 1‐hour job talk outlining their leadership experience and style, vision for the School and the new directions that they would pursue, and how they will work with undergraduate and graduate students, staff, potential donors, and the external advisory board. These talks will be given between September 22 and October 20, 2017

4. Subsequently, a meeting of all tenure and continuing track faculty will be held by November 1, 2017 to vote on the candidate(s) and provide the Director with a letter of nomination addressed to Dean Shane Burgess explaining the results of the vote and the pros and cons of the nominated candidate to lead SNRE.

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3. CALS Budget Retreat Priorities for Consideration (break‐out by tables) The group then broke‐out by tables to rank the list of actions discussed at the CALS budget retreat. SNRE faculty had previously ranked these options (Attachment 2). Results of these discussions identified essentially the same priorities as previously ranked in Attachment 2.

4. APR Results – The 5 most Important Things to Address (break‐out by tables) The results of this exercise are provided below and there is significant agreement on priorities moving forward. Further prioritizing these and setting goals on a year‐by‐year basis will be developed during faculty meetings in the 2017‐2018 academic year. In addition to the ideas documented below, additional ideas that arose during the group discussion included:

Complete class assessment procedures for both undergraduate and graduate students

Institute junior faculty mentoring lunches

Create our own graduation ceremony and hold it in ENR2

Create job placement survey of our undergraduates

Look at new degree opportunities

Revisit TA assignment protocosl Table 1 Become America’s Environmental University Greater TA support Teach Statistics within SNRE Greater emphasis on Scientific Writing Re‐evaluation of undergraduate and graduate options Table 2 Research where are undergraduates are getting jobs Increase TA support as incentive for larger classes Increase number of undergraduates through marketing and recruitment Assessments/Job Placement – Preparing students for employment Develop new undergraduate foci Increase diversity of faculty Table 3 Marketing Through University level visibility

Website Degree Visibility Reducing “environmental science” confusion Course Prefixes Increase SCH Through Gen‐Ed Statistics Class Expansion of students in our Core Classes

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Incentives for having grad students – TA support Faculty Diversity Table 4 Integration of Programs, Faculty, Units and Degrees Faculty Diversity – Recruitment and Support Great number of TA’ships Undergraduate and Graduate Recruitment Increased Visibility of the School

5. The New Professor of Practice Position (break‐out by tables)

Again, there was significant overlap in thinking about the teaching assignments of the future professor of practice. It was deemed best for the Director and Associate Director to develop the initial draft of the POP job add for the faculty and search committee to discuss, edit and finalize. It was also recommended that when the POP teaches a class for the first time that we would have a co‐teacher with experience teaching that class working directly with that person or formally co‐teaching the class. Table 1 Succession for 160D Develop new Gen‐Ed course: Our Digital World Teach RNR 316 both semesters (1 online) Develop new course on Remote Sensing of Natural Resources Develop new Field Course Table 2 Use dollars available for TA support instead of POP (if allowed) Develop new Gen‐Ed courses: Digital World, Water in the West, Forests Table 3 Develop an additional attractive Tier 1 course Teach RNR 150, 160 every alternate semester Based on background RNR 316/321 Coordinate Field Course Table 4 Develop new Gen‐Ed course: Our Digital World Move RNR 150, 160, 316 to two semesters Integrate RNR 321 and the new Field Methods class Free up pressure classes Turn RNR 384 into a case‐studies class

6. Review and Revise Future Positions Spreadsheet Through a group discussion the hiring priorities were revised and the Targets and Investments spreadsheet (Attachment 3) is attached.

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In Attendance Archer Bonar Bogan Breashers Buizer Christianson Culver Falk Fehmi Gallery Garfin Gornish Gunatilaka Guertin Mannan Meredith McClaran Molnar Moore Quanrud S. Smith B. Smith Steidl Van Leeuwen Weiss Wissler

CALS Budget & Operating Performance Guide

For Data-Informed Decisions and Equity of Contribution

Towards Our Mission Delivery

CALS Business Services & Data Solutions Team

FY 2017 Projection (April 12, 2017)

Table of Contents

Introduction ............................................................................................................................................................................... 1

Instruction Performance ...................................................................................................................................................... 2

Performance with Student Credit Hours (SCH) and Majors .................................................................... 2

Performance with Instruction Investments & Returns ............................................................................. 7

Research Performance .......................................................................................................................................................... 9

Performance on Research Returns (F&A and MTDC) ................................................................................ 9

Performance on Research Investments ........................................................................................................... 9

Performance on Research Investments and F&A Returns ..................................................................... 10

Performance on Research Investments and MTDC Returns ................................................................. 11

Combined Instruction and Research Performance ................................................................................................. 12

Appendix ................................................................................................................................................................................... 17

CALS Budget & Operating Performance Guide, FY 2017 Projection (April 12, 2017)

Page 1 of 17

Introduction

The University of Arizona (UA) allocates resources using Responsibility Centered Management

(RCM). The College of Agriculture & Life Sciences (CALS) strives to balance the metrics of RCM

with our shared mission and vision.

Mission is more important than money. RCM is simply a tool to achieve our mission. Unit

Heads will better lead by focusing their efforts on growing our mission.

Teach more. Perform more sponsored research. Engage in more Extension activities. Reduce

costs. Deliver on goals. Strive to achieve for our shared mission.

Purpose & Goal

The CALS Budget & Operating Performance Guide is utilized to assist in measuring the Return on

Investment (ROI) for each unit within CALS in the context of RCM.

The goal for this document is to provide transparency and understanding for units to enable and

empower meaningful discussion.

Considerations

This document will be continually revised to better attain this goal and provide current figures. It is

not for measuring or evaluating specific faculty or program performance. The figures in this

document are derived from RCM calculations. The figures in this document are limited to

Teaching & Research. Cooperative Extension is outside RCM and performance metrics are not

included in this guide.

Questions

Should questions or concerns arise, be sure to direct them to Jeff Ratje, the Associate Dean for

Finance & Administration, and the CALS Data Solutions Team. We welcome your feedback.


Page 2 of 17

Instruction Performance

The Instruction component is comprised of metrics on both investments and returns.

Returns are defined as revenues to the College.

The instruction component places the metrics on axes where one axis is the return (revenue) to

CALS and the other is the investment. Investments are defined as budgets allocated to units from

CALS and costs to CALS due to activities from units.

Instruction returns are based upon Majors and Student Credit Hours (SCH). Calculating a

dollar amount per major or SCH provides an idea of how much money is generated to the University

by colleges and units. The actual amount of money allocated to the College is less than what is

reflected in this document due to taxes and other factors.

Academic Units in CALS should focus on primary metrics and proportional performance, not

on the dollar amounts. Dollars are used solely to merge financial and academic data. The primary

metrics for the returns on the Instruction side in RCM are: 1) the number of SCH, 2) the number of

majors, and subsequently 3) the number of students.

Performance with Student Credit Hours (SCH) and Majors

Instruction figures are limited to Fall and Spring terms.

Undergraduate SCH is tied to units by the owner of the position of the instructor teaching a

course. Arrangements for exceptions can be made but need significant reasons to do so and must

be formally discussed with appropriate College Deans and Unit Heads.

Graduate SCH is calculated per student per term per major, based on net tuition and units taken.

For the sake of simplicity in this presentation, we are generalizing this to $/SCH, where the number

of Graduate SCH is calculated the same as Undergraduate SCH. This results in figures for Graduate

revenue that differ from the actual RCM Model but not proportionally at the unit level (viz., the

ratios between units remain the same).

Graduate Interdisciplinary Programs (GIDPs) performance is based solely on SCH.

Majors can count as two per year per student: enrolled major in Spring and enrolled major in Fall.

Dual majors and split programs are equally divided.

Agriculture & Biosystems Engineering majors are split with Engineering.

Geographic Information Systems certificate is split with Social & Behavioral Sciences.

Agricultural Education’s teaching emphasis majors are split with respective colleges.

Finalized figures are from a Fiscal Year-End snapshot.

Projected figures are a combination of a Fall Term-End snapshot and a Spring Census snapshot.


Page 3 of 17

Unit Unit Label FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017

2016 - 2017

# Change

2016 - 2017

% Change

Agric & Biosystems Engr ABE 3,653 4,132 5,062 4,540 4,947 4,772 (174) (4%)

Agric & Resource Econ AREC 2,025 1,966 1,993 1,521 2,304 1,904 (400) (17%)

Agricultural Education AGED 2,307 2,933 3,321 2,944 3,385 3,253 (132) (4%)

Animal&Biomedical Sciences ACBS 10,962 10,581 10,942 11,069 11,708 11,461 (247) (2%)

Entomology ENTO 1,227 1,447 1,445 1,354 1,190 1,350 160 13%

Nutritional Sciences NS 8,198 8,236 8,460 8,523 10,354 11,342 989 10%

Sch of Family & Consum Sci FCS 13,540 13,450 13,831 13,283 13,410 14,544 1,134 8%

Sch of Natural Resources SNRE 3,565 3,037 3,392 4,382 4,623 4,610 (13) (0%)

School of Plant Sciences SPS 6,013 7,328 7,655 7,541 6,923 7,807 884 13%

Soil Water and Enviro Sci SWES 3,813 3,954 3,537 3,817 4,363 4,082 (281) (6%)

College CALS 55,302 57,063 59,637 58,973 63,207 65,126 1,919 3%

Average Average 5,530 5,706 5,964 5,897 6,321 6,513 192 3%

Median Median 3,733 4,043 4,300 4,461 4,785 4,691 (94) (2%)


Page 4 of 17


2016 - 2017

# Change

2016 - 2017

% Change

Agric & Biosystems Engr ABE 645 631 579 516 501 553 52 10%

Agric & Resource Econ AREC 496 417 329 297 445 462 17 4%

Agricultural Education AGED 240 156 219 129 118 187 69 58%

Animal&Biomedical Sciences ACBS 624 583 461 426 500 396 (104) (21%)

Entomology ENTO 291 399 367 277 293 400 107 36%

Nutritional Sciences NS 276 274 210 267 156 220 64 41%

Sch of Family & Consum Sci FCS 718 685 628 599 485 276 (209) (43%)

Sch of Natural Resources SNRE 1,685 1,722 1,513 1,361 1,392 898 (494) (35%)

School of Plant Sciences SPS 544 534 589 674 543 349 (194) (36%)

Soil Water and Enviro Sci SWES 1,055 1,105 928 864 1,006 954 (52) (5%)

College CALS 6,575 6,505 5,822 5,410 5,439 4,695 (744) (14%)

Average Average 657 651 582 541 544 469 (74) (14%)

Median Median 584 558 520 471 492 398 (94) (19%)


Page 5 of 17


2016 - 2017

# Change

2016 - 2017

% Change


Agric & Resource Econ AREC 388 397 383 371 355 322 (33) (9%)


Animal&Biomedical Sciences ACBS 1,466 1,573 1,595 1,557 1,543 1,630 87 6%

Entomology ENTO 0 0 0 0 0 0 0 0%

Nutritional Sciences NS 1,171 1,220 1,194 1,199 1,322 1,203 (119) (9%)

Sch of Family & Consum Sci FCS 1,999 1,944 1,889 1,755 1,730 1,606 (124) (7%)

Sch of Natural Resources SNRE 328 331 301 272 345 336 (9) (2%)


Soil Water and Enviro Sci SWES 347 367 374 398 386 338 (48) (12%)

College CALS 5,936 6,099 6,034 5,889 6,080 5,841 (239) (4%)

Average Average 594 610 603 589 608 584 (24) (4%)

Median Median 338 349 337 322 350 329 (21) (6%)


Page 6 of 17


2016 - 2017

# Change

2016 - 2017

% Change


Agric & Resource Econ AREC 54 46 42 44 35 36 1 3%


Animal&Biomedical Sciences ACBS 58 54 48 43 55 51 (4) (7%)

Entomology ENTO 0 0 0 0 0 0 0 0%

Nutritional Sciences NS 37 31 22 26 29 28 (1) (2%)

Sch of Family & Consum Sci FCS 68 74 58 59 53 32 (21) (40%)

Sch of Natural Resources SNRE 217 187 179 165 162 163 2 1%


Soil Water and Enviro Sci SWES 114 120 108 102 105 92 (13) (13%)

College CALS 649 605 546 526 522 493 (29) (6%)

Average Average 65 61 55 53 52 49 (3) (6%)

Median Median 51 48 45 43 44 34 (10) (23%)


Page 7 of 17

Performance with Instruction Investments & Returns

Instruction Returns are based upon revenue generated from SCH and Majors, not the number of

students.

Finalized revenues are derived from a snapshot at the end of the Fiscal Year.

Projected revenues are derived from a Fall Term-End snapshot and a Spring Term Census

snapshot.

Unit

SCH

Undergraduate

SCH

Graduate

SCH

Total

Majors

Undergraduate

Majors

Graduate

Majors

Total

Agric & Biosystems Engr 4,772 553 5,325 55 26 81

Agric & Resource Econ 1,904 462 2,366 322 36 358

Agricultural Education 3,253 187 3,440 242 18 260

Animal&Biomedical Sciences 11,461 396 11,857 1,630 51 1,681

Entomology 1,350 400 1,750 0 0 0

Nutritional Sciences 11,342 220 11,562 1,203 28 1,231

Sch of Family & Consum Sci 14,544 276 14,820 1,606 32 1,638

Sch of Natural Resources 4,610 898 5,508 336 163 499

School of Plant Sciences 7,807 349 8,156 109 47 156

Soil Water and Enviro Sci 4,082 954 5,036 338 92 430

College 65,126 4,695 69,821 5,841 493 6,334

Average 6,513 469 6,982 584 49 633

Median 4,691 398 5,417 329 34 394

Unit

SCH

Undergraduate

Revenue

SCH

Graduate

Revenue

SCH

Total

Revenue

Majors

Undergraduate

Revenue

Majors

Graduate

Revenue

Majors

Total

Revenue

Agric & Biosystems Engr $1,627,345 $132,424 $1,759,769 $73,592 $107,381 $180,973

Agric & Resource Econ $649,349 $110,622 $759,971 $430,849 $151,596 $582,445

Agricultural Education $1,109,212 $44,806 $1,154,018 $323,806 $75,798 $399,604

Animal&Biomedical Sciences $3,908,177 $94,921 $4,003,098 $2,181,008 $214,761 $2,395,769

Entomology $460,357 $95,842 $556,199 $0 $0 $0

Nutritional Sciences $3,867,672 $52,781 $3,920,453 $1,609,664 $117,908 $1,727,572

Sch of Family & Consum Sci $4,959,591 $66,140 $5,025,731 $2,148,895 $134,752 $2,283,647

Sch of Natural Resources $1,572,134 $215,139 $1,787,274 $449,582 $687,797 $1,137,379

School of Plant Sciences $2,662,226 $83,642 $2,745,868 $145,847 $197,917 $343,764

Soil Water and Enviro Sci $1,391,880 $228,583 $1,620,463 $452,258 $386,359 $838,617

College $22,207,942 $1,124,901 $23,332,843 $7,815,501 $2,074,268 $9,889,770

Average $2,220,794 $112,490 $2,333,284 $781,550 $207,427 $988,977

Median $1,599,740 $95,382 $1,773,521 $440,216 $143,174 $710,531


Page 8 of 17

Reference: FY 2016 Instructional ROI average was 0.99, and the median was 0.84.

Unit

Return on Instruction

Based on Tuition

Revenue

Personnel and

Fringe

Investments

Total

Investments

Return on

Instruction Less

Investments

% of Total

Return

% of Total

Investments

Proportional

Instruction ROI

Ratio

Agric & Biosystems Engr $1,940,742 $597,760 $597,760 $1,342,981 05.8% 08.1% 0.72

Agric & Resource Econ $1,342,417 $356,641 $356,641 $985,776 04.0% 04.8% 0.84

Agricultural Education $1,553,622 $403,244 $403,244 $1,150,377 04.7% 05.4% 0.86

Animal&Biomedical Sciences $6,398,867 $1,050,276 $1,050,276 $5,348,591 19.3% 14.2% 1.36

Entomology $556,199 $256,109 $256,109 $300,090 01.7% 03.5% 0.48

Nutritional Sciences $5,648,026 $660,249 $660,249 $4,987,777 17.0% 08.9% 1.91

Sch of Family & Consum Sci $7,309,378 $1,316,908 $1,316,908 $5,992,470 22.0% 17.8% 1.24

Sch of Natural Resources $2,924,652 $1,274,646 $1,274,646 $1,650,007 08.8% 17.2% 0.51

School of Plant Sciences $3,089,631 $896,832 $896,832 $2,192,799 09.3% 12.1% 0.77

Soil Water and Enviro Sci $2,459,080 $598,849 $598,849 $1,860,231 07.4% 08.1% 0.92

College $33,222,613 $7,411,515 $7,411,515 $25,811,098 100.0% 100.0% N/A

Average $3,322,261 $741,151 $741,151 $2,581,110 10.0% 10.0% 0.96

Median $2,691,866 $629,549 $629,549 $1,755,119 08.1% 08.5% 0.85


Page 9 of 17

Research Performance

The Research component is comprised of metrics on both investments and returns. Returns

are defined as revenues to the College. Investments are defined as budgets allocated to units from

CALS and costs to CALS due to activities from units.

Research returns are based upon Facilities & Administrative (F&A) returns or Modified

Total Direct Costs (MTDC). The actual amount of money allocated to the College is less than what

is reflected in this document due to taxes and other factors.

Performance on Research Returns (F&A and MTDC)

Performance on Research Investments

Refer to the Appendix for details regarding AES splits.

Ventures and Subsidies are projections.

Unit

Return on Research Based on

F&A Return

Return on Research Based

on MTDC Return

Agric & Biosystems Engr $440,439 $1,232,089

Agric & Resource Econ $115,933 $325,158

Agricultural Education $27,047 $335,847

Animal&Biomedical Sciences $953,333 $2,682,765

Entomology $514,936 $1,583,688

Nutritional Sciences $330,402 $845,061

Sch of Family & Consum Sci $150,334 $836,855

Sch of Natural Resources $974,367 $4,273,792

School of Plant Sciences $1,265,579 $4,414,812

Soil Water and Enviro Sci $1,318,721 $4,435,573

Total $6,091,092 $20,965,640

Average $609,109 $2,096,564

Median $477,688 $1,407,889

Unit

Foregone F&A

Costs

Share of AES

Personnel and

Fringe Investments

Personnel and

Fringe Investments

CALS Venture

Investments

CALS Subsidy

Costs

Total

Investments

(and Costs)

Cost Sharing

Expenditures

Agric & Biosystems Engr $220,334 $363,643 $1,218,747 $32,563 $2,994 $1,838,281 $108,654

Agric & Resource Econ $46,477 $13,085 $919,320 $3,858 $750 $983,489 $6,674

Agricultural Education $76,786 $0 $160,098 $0 $0 $236,884 $0

Animal&Biomedical Sciences $493,275 $720,034 $2,899,276 $83,029 $103,031 $4,298,645 $119,413

Entomology $327,722 $745,603 $1,214,537 $213,601 $30,388 $2,531,852 $67,456

Nutritional Sciences $117,046 $0 $1,126,566 $143,766 $52,191 $1,439,568 $12,330

Sch of Family & Consum Sci $301,595 $0 $524,785 $64,539 $0 $890,919 $14,720

Sch of Natural Resources $923,210 $280,202 $2,777,133 $83,486 $55,488 $4,119,519 $201,088

School of Plant Sciences $1,013,251 $1,070,746 $3,212,965 $36,733 $72,737 $5,406,432 $190,758

Soil Water and Enviro Sci $786,500 $770,339 $3,161,954 $57,470 $128,240 $4,904,502 $192,707

Total $4,306,196 $3,963,651 $17,215,379 $719,044 $445,819 $26,650,089 $913,800

Average $430,620 $396,365 $1,721,538 $71,904 $44,582 $2,665,009 $91,380

Median $314,658 $321,922 $1,216,642 $61,004 $41,290 $2,185,066 $88,055


Page 10 of 17

Performance on Research Investments and F&A Returns

Reference: FY 2016 Research ROI average was 1.03, and the median was 0.99.

Unit

Total

Investments

(and Costs)

F&A Return

Less Investments

with AES Splits

% of F&A

Return

% of Total

Investments

Proportional

Research ROI Ratio

(F&A Form)

Agric & Biosystems Engr $1,838,281 ($1,397,842) 07.2% 06.9% 1.05

Agric & Resource Econ $983,489 ($867,556) 01.9% 03.7% 0.52

Agricultural Education $236,884 ($209,837) 00.4% 00.9% 0.50

Animal&Biomedical Sciences $4,298,645 ($3,345,311) 15.7% 16.1% 0.97

Entomology $2,531,852 ($2,016,915) 08.5% 09.5% 0.89

Nutritional Sciences $1,439,568 ($1,109,166) 05.4% 05.4% 1.00

Sch of Family & Consum Sci $890,919 ($740,585) 02.5% 03.3% 0.74

Sch of Natural Resources $4,119,519 ($3,145,152) 16.0% 15.5% 1.03

School of Plant Sciences $5,406,432 ($4,140,853) 20.8% 20.3% 1.02

Soil Water and Enviro Sci $4,904,502 ($3,585,780) 21.6% 18.4% 1.18

Total $26,650,089 ($20,558,997) 100.0% 100.0% N/A

Average $2,665,009 ($2,055,900) 10.0% 10.0% 0.89

Median $2,185,066 ($1,707,378) 07.8% 08.2% 0.99


Page 11 of 17

Performance on Research Investments and MTDC Returns

Reference: FY 2016 Research ROI average was 1.19, and the median was 1.03.

Unit

Total

Investments

(and Costs)

MTDC Return

Less Investments

with AES Splits

% of MTDC

Return

% of Total

Investments

Proportional

Research ROI Ratio

(MTDC Form)

Agric & Biosystems Engr $1,838,281 ($606,191) 05.9% 06.9% 0.85

Agric & Resource Econ $983,489 ($658,331) 01.6% 03.7% 0.42

Agricultural Education $236,884 $98,963 01.6% 00.9% 1.80

Animal&Biomedical Sciences $4,298,645 ($1,615,880) 12.8% 16.1% 0.79

Entomology $2,531,852 ($948,164) 07.6% 09.5% 0.80

Nutritional Sciences $1,439,568 ($594,508) 04.0% 05.4% 0.75

Sch of Family & Consum Sci $890,919 ($54,064) 04.0% 03.3% 1.19

Sch of Natural Resources $4,119,519 $154,274 20.4% 15.5% 1.32

School of Plant Sciences $5,406,432 ($991,620) 21.1% 20.3% 1.04

Soil Water and Enviro Sci $4,904,502 ($468,928) 21.2% 18.4% 1.15

Total $26,650,089 ($5,684,449) 100.0% 100.0% N/A

Average $2,665,009 ($568,445) 10.0% 10.0% 1.01

Median $2,185,066 ($600,350) 06.7% 08.2% 0.94


Page 12 of 17

Combined Instruction and Research Performance

A more comprehensive view of your performance combines instruction and research measures.

The University normalizes colleges based on a national study on the cost of doing business in

respective academic disciplines associated with units (known as the Delaware Cost Study). This

normalization is applied based on natural costs using one of three factors: 1.2, 1.0, and 0.8. As an

example, physical and lab sciences require costlier equipment and startup packages than

humanities, so they would be assigned a higher factor. CALS has been assigned a 1.0 due to the

diversity of disciplines in the college.

The combined view of unit performance includes a normalization factor assigned to each individual

unit similarly based on the Delaware Cost Study. This is used to better measure proportional

performance. The Proportional returns include the normalization factor on CALS investments in

units while the Total Return views exclude it.

Unit

Return on Instruction

Based on Tuition

Return on Research

Based on F&A

Return on Research

Based on MTDC

Total Return

(F&A Form)

Total Return

(MTDC Form)

Agric & Biosystems Engr $1,940,742 $440,439 $1,232,089 $2,381,181 $3,172,831

Agric & Resource Econ $1,342,417 $115,933 $325,158 $1,458,350 $1,667,574

Agricultural Education $1,553,622 $27,047 $335,847 $1,580,668 $1,889,468

Animal&Biomedical Sciences $6,398,867 $953,333 $2,682,765 $7,352,200 $9,081,632

Entomology $556,199 $514,936 $1,583,688 $1,071,135 $2,139,887

Nutritional Sciences $5,648,026 $330,402 $845,061 $5,978,428 $6,493,086

Sch of Family & Consum Sci $7,309,378 $150,334 $836,855 $7,459,712 $8,146,233

Sch of Natural Resources $2,924,652 $974,367 $4,273,792 $3,899,019 $7,198,445

School of Plant Sciences $3,089,631 $1,265,579 $4,414,812 $4,355,210 $7,504,443

Soil Water and Enviro Sci $2,459,080 $1,318,721 $4,435,573 $3,777,801 $6,894,653

College $33,222,613 $6,091,092 $20,965,640 $39,313,705 $54,188,252

Average $3,322,261 $609,109 $2,096,564 $3,931,370 $5,418,825

Median $2,691,866 $477,688 $1,407,889 $3,838,410 $6,693,870

Standard Deviation $2,198,560 $457,591 $1,622,673 $2,253,257 $2,720,809

Maximum $7,309,378 $1,318,721 $4,435,573 $7,459,712 $9,081,632

Minimum $556,199 $27,047 $325,158 $1,071,135 $1,667,574

Unit

Total Investment on

Instruction

Total Investment on

Research

Instruction %

Investment

Research %

Investment Total Investment

Agric & Biosystems Engr $597,760 $1,838,281 25% 75% $2,436,041

Agric & Resource Econ $356,641 $983,489 27% 73% $1,340,130

Agricultural Education $403,244 $236,884 63% 37% $640,128

Animal&Biomedical Sciences $1,050,276 $4,298,645 20% 80% $5,348,921

Entomology $256,109 $2,531,852 9% 91% $2,787,960

Nutritional Sciences $660,249 $1,439,568 31% 69% $2,099,817

Sch of Family & Consum Sci $1,316,908 $890,919 60% 40% $2,207,827

Sch of Natural Resources $1,274,646 $4,119,519 24% 76% $5,394,164

School of Plant Sciences $896,832 $5,406,432 14% 86% $6,303,264

Soil Water and Enviro Sci $598,849 $4,904,502 11% 89% $5,503,351

College $7,411,515 $26,650,089 $34,061,603

Average $741,151 $2,665,009 $3,406,160

Median $629,549 $2,185,066 $2,612,001

Standard Deviation $357,849 $1,771,686 $1,921,019

Maximum $1,316,908 $5,406,432 $6,303,264

Minimum $256,109 $236,884 $640,128


Page 13 of 17

Reference: FY 2016 Combined (F&A Form) ROI average was 1.16, and the median was 0.79.

Unit

Normalization

Factor on

Investment

Proportional

Total Investment

Proportional

Total Return

(F&A Form)

Return on

Investment Ratio

(F&A Form)

Agric & Biosystems Engr 1.20 06.7% 06.1% 0.90

Agric & Resource Econ 0.80 05.6% 03.7% 0.67

Agricultural Education 0.80 02.7% 04.0% 1.51

Animal&Biomedical Sciences 1.20 14.8% 18.7% 1.26

Entomology 1.20 07.7% 02.7% 0.35

Nutritional Sciences 1.20 05.8% 15.2% 2.62

Sch of Family & Consum Sci 0.80 09.2% 19.0% 2.07

Sch of Natural Resources 1.20 14.9% 09.9% 0.66

School of Plant Sciences 1.20 17.4% 11.1% 0.64

Soil Water and Enviro Sci 1.20 15.2% 09.6% 0.63

College N/A 100.0% 100.0% 1.00

Average 1.08 10.0% 10.0% 1.12

Median 1.20 08.4% 09.8% 0.78


Page 14 of 17

Unit

Instruction Return

Less Investments

Research Return

Less Investments

(F&A Form)

Total Return

Less Investments

(F&A Form)

Agric & Biosystems Engr $1,342,981 ($1,397,842) ($54,860)

Agric & Resource Econ $985,776 ($867,556) $118,220

Agricultural Education $1,150,377 ($209,837) $940,540

Animal&Biomedical Sciences $5,348,591 ($3,345,311) $2,003,279

Entomology $300,090 ($2,016,915) ($1,716,825)

Nutritional Sciences $4,987,777 ($1,109,166) $3,878,611

Sch of Family & Consum Sci $5,992,470 ($740,585) $5,251,885

Sch of Natural Resources $1,650,007 ($3,145,152) ($1,495,145)

School of Plant Sciences $2,192,799 ($4,140,853) ($1,948,053)

Soil Water and Enviro Sci $1,860,231 ($3,585,780) ($1,725,550)

College $25,811,098 ($20,558,997) $5,252,101

Average $2,581,110 ($2,055,900) $525,210

Median $1,755,119 ($1,707,378) $31,680


Page 15 of 17

Reference: FY 2016 Combined (F&A Form) ROI average was 1.11, and the median was 0.89.

Unit

Normalization

Factor on

Investment

Proportional

Total Investment

Proportional

Total Return

(MTDC Form)

Return on

Investment Ratio

(MTDC Form)

Agric & Biosystems Engr 1.20 06.7% 05.9% 0.87

Agric & Resource Econ 0.80 05.6% 03.1% 0.55

Agricultural Education 0.80 02.7% 03.5% 1.31

Animal&Biomedical Sciences 1.20 14.8% 16.8% 1.13

Entomology 1.20 07.7% 03.9% 0.51

Nutritional Sciences 1.20 05.8% 12.0% 2.06

Sch of Family & Consum Sci 0.80 09.2% 15.0% 1.64

Sch of Natural Resources 1.20 14.9% 13.3% 0.89

School of Plant Sciences 1.20 17.4% 13.8% 0.79

Soil Water and Enviro Sci 1.20 15.2% 12.7% 0.84

College N/A 100.0% 100.0% 1.00

Average 1.08 10.0% 10.0% 1.06

Median 1.20 08.4% 12.4% 0.88


Page 16 of 17

Unit

Instruction Return

Less Investments

Research Return

Less Investments

(MTDC Form)

Total Return

Less Investments

(MTDC Form)

Agric & Biosystems Engr $1,342,981 ($606,191) $736,790

Agric & Resource Econ $985,776 ($658,331) $327,445

Agricultural Education $1,150,377 $98,963 $1,249,340

Animal&Biomedical Sciences $5,348,591 ($1,615,880) $3,732,711

Entomology $300,090 ($948,164) ($648,074)

Nutritional Sciences $4,987,777 ($594,508) $4,393,269

Sch of Family & Consum Sci $5,992,470 ($54,064) $5,938,406

Sch of Natural Resources $1,650,007 $154,274 $1,804,280

School of Plant Sciences $2,192,799 ($991,620) $1,201,179

Soil Water and Enviro Sci $1,860,231 ($468,928) $1,391,302

College $25,811,098 ($5,684,449) $20,126,649

Average $2,581,110 ($568,445) $2,012,665

Median $1,755,119 ($600,350) $1,320,321


Page 17 of 17

Appendix

Percentage Splits to Academic Units per AES Unit, 2016

The AES splits were determined by using a survey to the AES Unit Heads for work occurring in FY

2016. They based the splits upon the research activities of faculty members and Farm Service

Agreements for each site. The survey was modeled after one used to compile data for the USDA-

NIFA Financial Summary.

FY 2016 figures were used to help with FY 2017 projections.

Academic Unit Campus AC Maricopa AC Safford AC VV-Ranch Yuma AC Arboretum AZ VDL

Agric & Biosystems Engr 7% 10% 10% 0% 20% 0% 0%

Agric & Resource Econ 0% 0% 0% 5% 0% 0% 0%

Agricultural Education 0% 0% 0% 0% 0% 0% 0%

Animal&Biomedical Sciences 30% 0% 0% 55% 0% 0% 100%

Entomology 5% 40% 0% 0% 30% 0% 0%

Nutritional Sciences 0% 0% 0% 0% 0% 0% 0%

Sch of Family & Consum Sci 0% 0% 0% 0% 0% 0% 0%

Sch of Natural Resources 14% 0% 0% 40% 0% 0% 0%

School of Plant Sciences 34% 12% 25% 0% 40% 100% 0%

Soil Water and Enviro Sci 10% 38% 65% 0% 10% 0% 0%

Total 100% 100% 100% 100% 100% 100% 100%

May 8, 2017 Results SNRE (at retreat) All CALS faculty

Mean rankRank of

mean rankMean rank

Rank of

mean rank

6. Financing Teaching Assistants and/or teaching assistance; 1.7 1 3.1 1

7. Graduate Research Assistant funding; 3.1 2 3.2 2

4. CALS’ own merit increase process for faculty; 4.9 3 4.3 3

14. Year two of the UA‐mandated personnel compensation increase; 5.0 4 4.7 4

5. Centralizing start‐up funding so units pay none; 5.3 5 6.0 7

15. Funding salaries for new continuing‐ and tenure‐track positions. 6.0 6 5.4 6

3. CALS’ own merit increase process for APs and staff; 6.2 7 5.3 5

13. Start‐up packages for new faculty hires; 7.6 8 6.3 9

1. Appointed professional and staff hiring priorities for units; 7.7 9 6.1 8

9. Increasing the amount of funding available to the associate dean for research

for venture investments; 10.6 10 8.7 10

10. Increasing the amount of funding available to the Cooperative Extension

director for venture investments; 11.1 11 10.4 15

12. Pool of money centrally held to pay adjuncts; 11.1 12 9.4 11

11. Physical plant investments above what we pay to the university through the

RCM space tax; 12.1 13 9.7 12

8. Increasing the amount of funding available to the associate dean for career and

academic services for venture investments; 12.5 14 10.0 14

2. Being “the most sought‐after place to be a part of” for academic advisors; 14.3 15 9.9 13

(N=25) (N=110)

Natural Resources and the Environment

Unit's share of CALS ABOR Targets Arizona Board of Regents Metric 2008-2009 2009-2010 2010-2011 2011-2012 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023

Number of Bachelor's Degrees Awarded 28 24 29 33 42 40 34 34 34 36 38 38 38 38 38First-Time Full-Time 6-Year Graduation Rate 20.00% 60.00% 50.00% 50.00% 57.10% 50.00% 71.40% 70.00% 61.00% 62.00% 63.00% 64.00% 65.00% 65.00% 65.00%

First-Time Full-Time Freshman Retention Rate 85.70% 70.00% 80.00% 69.20% 66.70% 66.70% 85.70% N/A 74.00% 75.00% 75.00% 76.00% 77.00% 77.00% 77.00%Undergraduate Enrollment (Official 21st Day) 121 116 137 159 164 143 145 160 180 190 215 230 235 240 240

Total Enrollment (Official 21st Day) 236 226 278 283 270 242 235 255 265 280 310 330 335 345 345Number of Master’s Degrees Awarded 17 14 12 24 18 17 15 15 15 15 17 18 19 19 19Number of Doctoral Degrees Awarded 6 13 8 10 3 5 8 8 10 12 12 14 15 15 15

Number of Degrees Awarded in STEM and High Demand Fields Undergraduate High Demand STEM 28 23 29 33 42 40 40 45 45 50 55 60 60 65 65

Undergraduate STEM - Percent 100% 96% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100%Undergraduate High Demand Education 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Undergraduate High Demand Health Professions & Related 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0Graduate High Demand STEM 23 24 19 32 20 21 85 85 85 90 95 100 100 105 105

Graduate STEM - Averaged Percent 100% 88% 94% 90% 97% 97% 100% 100% 100% 100% 100% 100% 100% 100% 100%Graduate High Demand Education 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Graduate High Demand Health Professions & Related 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Research Excellence

Research & Development Expenditures (in $1,000s) - Res dept#s only; SPS accts only

7,248 6,695 7,830 6,988 6,654 5,897 5,879 5,463 5,750 5,750 6,000 6,250 6,500 6,750 7,000

Research & Development Expenditures (in $1,000s) - Res dept#s only; all accts 11,381 10,941 11,763 11,099 10,987 10,181 9,906 8,700 9,000 9,000 9,250 9,250 9,500 9,500 10,000Number of Invention Disclosures Transacted 0 1 1 2 0 0 1 0 1 0 1 0 1 0 1

Number of Patents Issued 0 0 0 0 0 0 0 0 1 0 0 1 0 0 1 Intellectual Property Income (in $1,000s) 0 0 0 0.00 0.50 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Start Up Companies 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0Workforce & Community

Expenditures Related to Service and Engagement Activities (in $1,000s) - Ext dept#s only; SPS accts only 218 223 188 148 134 100 189 132 132 134 136 138 140 141 142

Expenditures Related to Service and Engagement Activities (in $1,000s) - Ext depts only; all accts. 973 743 753 638 667 613 757 682 684 686 688 690 690 690 690

Natural Resources and the Environment

Investments needed to reach Unit Targets Arizona Board of Regents METRIC at 10/15/2012 2008-2009 2009-2010 2010-2011 2011-2012 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023

Other

0.75 FTE Addition to Academic Programs Advisor

1.0 FTE Assistant Professor Riparian Aquatic Systems Ecology* Started 1/4/16

1.0 FTE Assistant Professor Environmental Remote Sensing and GIS** (Cluster started 8/15/16); 1.0 FTE Associate-Full Professor Human Dimensions Natural Resources Decisions* (CALS); 1.0 FTE Associate Professor Riparian Ecohydrology** (TRIF); 1.0 FTE Assistant Professor Wildlife Conservation Genomics**

1.0 FTE Assistant-Associate Professor Wildlife Conservation Genomics**; 1.0 FTE Professor of Practice Natural Resources; 1.0 Assistant Professor Terrestrial Ecosystem Modeling**; Assistant Professor Bio and Eco Statistics*; 1.0 FTE Assistant Professor Human Dimensions and Collaborative Processes*

1.0 FTE Assisstant Professor Wildlife Conservation and Human Health**; 1.0 FTE Assistant Professor Natural Products Chemistry-Biology***; 1.0 FTE Assistant Professor Landscape Scale Restoration Ecology**; 1.0 Assisstant Range Management Extension Specialist

1.0 FTE Assistant Professor Environmental/Ecosystems Informatics**; 1.0 FTE Assistant Professor NPC Bio-prospector and Genomics***; 1.0 FTE Assistant Professor Watershed Management**

1.0 FTE Assistant Professor GIS and Watershed Modeling**; 1.0 FTE Assistant Professor Conservation Biology**; 1.0 FTE Assistant Professor Grazing Ecology and Management**

1.0 FTE Assistant Professor Bio-Invasions Ecology**; 1.0 FTE Assistant Professor NPC Medicinal Chemist - Chemical Biology***; 1.0 FTE Assistant Professor Microbial Ecology***

1.0 FTE Assistant Professor Ecosystems and Human Adaptation**; 1.0 FTE Assistant Professor Environmental Remote Sensing**; 1.0 FTE Assistant Professor Natural Resources Economics*; 1.0 FTE Assistant Professor Geospatial Modeling**; 1.0 FTE Assistant Professor Plant Physio-Ecology**; 1.0 FTE Assistant Professor Fish and Wildlife

Est. Start-Up: * = $250,000 ** = $500,000 *** = $750,000Hired or Approved Hire

school of natural resources and the environment 2017 ... school of natural resources and the...

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