2020-2022 Arizona State University Five-Year Strategic Plan, Study notes of Financial Management

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Arizona State University

Five-Year Strategic Plan

Submitted to the

Arizona Governor’s Office of

Strategic Planning and Budgeting

September 21, 2020

University Office of Institutional Analysis

2020 - 2022 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS

Agency Summary

Mission:

To demonstrate leadership in academic excellence and accessibility;

establish national standing in academic quality and impact of colleges and

schools in every field; establish ASU as a leading global center for

interdisciplinary research, discovery and development by 2025; and

enhance our local impact and social embeddedness.

ASU is a comprehensive public research university measured not by whom it

excludes, but by whom it includes and how they succeed; advancing

research and discovery of public value; and assuming fundamental

responsibility for the economic, social, cultural, and overall health of the

communities it serves.

ASU has become the foundational model for the New American University, a

new paradigm for the public research university that transforms higher

education. ASU is committed to excellence, access, and impact in everything

it does.

Description:

Arizona State University (ASU) is “one university in many places” ‐ four

distinctive campuses throughout metropolitan Phoenix that create a

federation of unique colleges and schools. They are all ASU, providing

access to all the university’s strength and innovation, yet each offers

attributes and focuses to meet the needs of any learner. ASU at the Tempe

Campus, which includes the Downtown Phoenix campus, is a major public

research university offering programs from the baccalaureate through the

doctorate. ASU at the West Campus is a comprehensive campus that

balances the traditions of liberal arts education with responsiveness to the

dynamics of workforce requirements. ASU at the Polytechnic Campus is a

nexus for studies in interdisciplinary sciences, engineering, management,

technology, and education. Industry partnerships are key to the campus'

distinctive course offerings, which provide opportunities for project‐based

learning within advanced laboratory spaces.

ARIZONA STATE UNIVERSITY

Dr. Michael Crow, President

A.R.S. § 15-

ASA 0.

Melinda Gebel, Director, Institutional Analysis

Plan Contact:

Program Summary

Mission:

To offer high quality academic degrees, general studies, and honors

programs that prepare graduates for personal growth, fulfilling careers, and

lifelong contributions to the quality of intellectual life in the community,

state, region, and nation.

Description:

Instruction is comprised of activities carried out during the academic year,

summer sessions, and other periods outside the regular term and

associated with degree credit and non-credit academic courses. This

program also includes faculty departmental research and public service

activities that are not separately budgeted and academic administration

where instruction plays an important role, such as at the dean and

department chair levels.

Institutional Analysis (480) 965-

INSTRUCTION

Melinda Gebel, Director

A.R.S. § 15-

ASA 1.

 Goal 1 To improve the quality of undergraduate education. 1 Maintain student efficiency in time to baccalaureate degree completion in 2019- Objective: FY2020: Maintain student efficiency in time to baccalaureate degree completion in 2020-

FY2021:

Maintain student efficiency in time to baccalaureate degree completion in 2021-

FY2022:

FY 2020

Actual

FY 2021

Estimate

FY 2022

Performance Measures Estimate Average years taken by freshman 4. students to complete a baccalaureate degree program

2 Ensure availability of capstone and research-related courses for undergraduate students in 2019- Objective: FY2020: Ensure availability of capstone and research-related courses for undergraduate students in 2020-

FY2021:

Ensure availability of capstone and research-related courses for undergraduate students in 2021-

FY2022:

FY 2020

Actual

FY 2021

Estimate

FY 2022

Performance Measures Estimate Percentage of undergraduate degree 91 recipients participating in research related or capstone (case study) experience

Objective: 3 FY2020:Maintain graduating seniors' FY 2019 level of satisfaction FY2021: Maintain graduating seniors' FY 2020 level of satisfaction FY2022: Maintain graduating seniors' FY 2021 level of satisfaction FY 2020 Actual

FY 2021

Estimate

FY 2022

Performance Measures Estimate Percent of graduating seniors who 90 rate their overall university experience as good or excellent

4 Ensure students have sufficient access to courses taught by ranked faculty in 2019- Objective: FY2020: Ensure students have sufficient access to courses taught by ranked faculty in 2020-

FY2021:

Ensure students have sufficient access to courses taught by ranked faculty in 2021-

FY2022:

FY 2020

Actual

FY 2021

Estimate

FY 2022

Performance Measures Estimate Percent of full-time undergraduate 88 students enrolled per semester in three or more primary courses with ranked faculty

5 Increase the number of students enrolled in adaptive learning courses by 65- 70% in 2019- Objective: FY2020: Increase the number of students enrolled in adaptive learning courses by 15- 20% in 2020-

FY2021:

Increase the number of students enrolled in adaptive learning courses by 1- 5% in 2021-

FY2022:

FY 2020

Actual

FY 2021

Estimate

FY 2022

Performance Measures Estimate Number of course enrollments in 49, adaptive learning courses in each academic year

To enhance the number and diversity of the most highly

qualified students entering Arizona State University and the

Barrett Honors College.

 Goal 2 1 Maintain enrollment at Tempe and increase enrollment at Downtown Phoenix, Polytechnic, and West in 2019- Objective: FY2020: Maintain enrollment at Tempe and increase enrollment at Downtown Phoenix, Polytechnic, and West in 2020-

FY2021:

Maintain enrollment at Tempe and increase enrollment at Downtown Phoenix, Polytechnic, and West in 2021-

FY2022:

FY 2020

Actual

FY 2021

Estimate

FY 2022

Performance Measures Estimate Honors undergraduate headcount 7, students

2 Increase the number of Barrett students completing the thesis and graduating with honors by 15-18% in 2019- Objective: FY2020: Increase the number of Barrett students completing the thesis and graduating with honors by 3-4% in 2020-

FY2021:

Increase the number of Barrett students completing the thesis and graduating with honors by 3-4% in 2021-

FY2022:

FY 2020

Actual

FY 2021

Estimate

FY 2022

Performance Measures Estimate BHC degree recipients (i.e., with 1, honors)

Date Printed: 9/18/2020 3:01:32 PM OSPB AZIPS All dollars are presented in thousands (not FTE). Page 1

2020 - 2022 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS

Objective: 2 FY2020:Increase minority graduate student representation by 1-3% in 2019- FY2021: Increase minority graduate student representation by 6-8% in 2020- FY2022: Increase minority graduate student representation by 2-4% in 2021- FY 2020 Actual

FY 2021

Estimate

FY 2022

Performance Measures Estimate Minority graduate enrollment as 28. percentage of total enrollment

To promote retention and graduation for undergraduate and

graduate students.

 Goal 6 Objective: 1 FY2020:Maintain first-year student persistence rates in 2019- FY2021: Maintain first-year student persistence rates in 2020- FY2022: Maintain first-year student persistence rates in 2021- FY 2020 Actual

FY 2021

Estimate

FY 2022

Performance Measures Estimate Percent of full-time first-year 86. students persisting after one year

Objective: 2 FY2020:Maintain the graduation rate for upper-division transfers in 2019- FY2021: Increase the graduation rate 1-2% for upper-division transfers in 2020- FY2022: Increase the graduation rate 1-2% for upper-division transfers in 2021- FY 2020 Actual

FY 2021

Estimate

FY 2022

Performance Measures Estimate Percent of first-time, full-time, upper- 69. division, degree-seeking undergraduate students graduating in four years

Objective: 3 FY2020:Increase baccalaureate degree production by 4-6% in 2019- FY2021: Increase baccalaureate degree production by 6-8% in 2020- FY2022: Increase baccalaureate degree production by 6-8% in 2021- FY 2020 Actual

FY 2021

Estimate

FY 2022

Performance Measures Estimate Number of Bachelors degrees granted 20,308 21,803 23, Objective: 4 FY2020:Increase Master's degree production by 10-15% in 2019- FY2021: Increase Master's degree production by 5-10% in 2020- FY2022: Increase Master's degree production by 5-10% in 2021- FY 2020 Actual

FY 2021

Estimate

FY 2022

Performance Measures Estimate Masters degrees granted 8,074 8,665 9, Objective: 5 FY2020:Increase doctoral degree production by 5-6% 2019- FY2021: Increase doctoral degree production by 3-4% 2020- FY2022: Increase doctoral degree production by 3-4% 2021- FY 2020 Actual

FY 2021

Estimate

FY 2022

Performance Measures Estimate Doctorate degrees granted 755 783 812 Objective: (^6) FY2020:Increase first professional degree production by 1% in 2019- FY2021: Increase first professional degree production by 6-8% in 2020- FY2022: Maintain first professional degree production in 2021- FY 2020 Actual

FY 2021

Estimate

FY 2022

Performance Measures Estimate First professional degrees granted 252 270 270 Objective: 7 FY2020:Increase total degree production by 5-10% in 2019- FY2021: Increase total degree production by 5-10% in 2020- FY2022: Increase total degree production by 5-10% in 2021- FY 2020 Actual

FY 2021

Estimate

FY 2022

Performance Measures Estimate Number of degrees granted 29,389 31,521 33, 8 Improve the graduation rate for full-time first-year students by 1- percentage points in 2019- Objective: FY2020: FY2021: Maintain the graduation rate for full-time first-year students in 2020- FY2022: Maintain the graduation rate for full-time first-year students in 2021- FY 2020 Actual

FY 2021

Estimate

FY 2022

Performance Measures Estimate Percent of full-time first-year 67. students graduating in six years

9 Increase baccalaureate degree production for Arizona community college transfer students by 1-2% in 2018- Objective: FY2020: Increase baccalaureate degree production for Arizona community college transfer students by 3-4% in 2019-

FY2021:

Increase baccalaureate degree production for Arizona community college transfer students by 10-11% in 2020-

FY2022:

FY 2020

Actual

FY 2021

Estimate

FY 2022

Performance Measures Estimate Bachelor’s degrees granted to Arizona 4, community college transfer students

Program Summary

Mission:

To foster pre-eminent scholarship and creative activity that serves the

citizens of Arizona through the development, application, and transfer of

new knowledge especially beneficial to Arizona.

Description:

Organized Research includes research activities taking place within centers,

divisions, bureaus, institutes and experiment stations formally approved by

the Arizona Board of Regents. These activities are specifically created and

organized to produce research, whether separately budgeted within the

university or commissioned by an external agency, as with federal grants

and contracts.

Institutional Analysis (480) 965-

ORGANIZED RESEARCH

Melinda Gebel, Director

A.R.S. § 15-

ASA 2.

To maintain and enhance the University's status as a major

research institution.

 Goal 1 1 Increase proposal volume in 2019-20 to maintain a long-term 5% growth rate that will allow for ASU to continue to meet ABOR Enterprise Plan goals Objective: (^) FY2020: Increase proposal volume in 2020-21 to maintain a long-term 5% growth rate that will allow for ASU to continue to meet ABOR Enterprise Plan goals

FY2021:

Increase proposal volume in 2021-22 to maintain a long-term 5% growth rate that will allow for ASU to continue to meet ABOR Enterprise Plan goals

FY2022:

FY 2020

Actual

FY 2021

Estimate

FY 2022

Performance Measures Estimate Dollar value of proposals submitted 2,401. (in millions)

2 Increase external dollars in 2019-20 to maintain a long-term 5% growth rate that will allow for ASU to continue to meet ABOR Enterprise Plan goals Objective: FY2020: Increase external dollars in 2020-21 to maintain a long-term 5% growth rate that will allow for ASU to continue to meet ABOR Enterprise Plan goals

FY2021:

Increase external dollars in 2021-22 to maintain a long-term 5% growth rate that will allow for ASU to continue to meet ABOR Enterprise Plan goals

FY2022:

FY 2020

Actual

FY 2021

Estimate

FY 2022

Performance Measures Estimate External dollars received for research 496. and creative activity (in millions of dollars)

3 Increase total research expenditures in 2019-20 to ABOR Enterprise Plan total research expenditure goals Objective: FY2020: Increase total research expenditures in 2020-21 to ABOR Enterprise Plan total research expenditure goals

FY2021:

Increase total research expenditures in 2021-22 to ABOR Enterprise Plan total research expenditure goals

FY2022:

FY 2020

Actual

FY 2021

Estimate

FY 2022

Performance Measures Estimate Dollar value of total research 660. expenditures (in millions)

4 Increase externally funded, non-research expenditures in 2019-20 to maintain a long-term 5% growth rate as part of ASU's broader Knowledge Enterprise goals Objective: FY2020: Increase externally funded, non-research expenditures in 2020-21 to maintain a long-term 5% growth rate as part of ASU's broader Knowledge Enterprise goals

FY2021:

Increase externally funded, non-research expenditures in 2021-22 to maintain a long-term 5% growth rate as part of ASU's broader Knowledge Enterprise goals

FY2022:

FY 2020

Actual

FY 2021

Estimate

FY 2022

Performance Measures Estimate Dollar value of externally funded, non- 60. research expenditures (in millions)

To continue and improve University efforts to provide

opportunities for undergraduate and graduate students to

 Goal 2

Date Printed: 9/18/2020 3:01:35 PM OSPB AZIPS All dollars are presented in thousands (not FTE). Page 3

2020 - 2022 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS

participate in research and creative activity.

1 Maintain undergraduate student participation in ASU's Knowledge Enterprise in 2019- Objective: FY2020: Continue to increase undergraduate student participation in ASU's Knowledge Enterprise in 2020-

FY2021:

Continue to increase undergraduate student participation in ASU's Knowledge Enterprise in 2021-

FY2022:

FY 2020

Actual

FY 2021

Estimate

FY 2022

Performance Measures Estimate Undergraduate students supported 1, by sponsored funds

2 Increase graduate student participation 2-5% in ASU's Knowledge Enterprise in 2019- Objective: FY2020: Increase graduate student participation 2-5% in ASU's Knowledge Enterprise in 2020-

FY2021:

Maintain graduate student participation in ASU's Knowledge Enterprise in 2021-

FY2022:

FY 2020

Actual

FY 2021

Estimate

FY 2022

Performance Measures Estimate Graduate students supported by 2, sponsored funds

Program Summary

Mission:

To serve the public by offering a public telecommunications system, by

providing the finest available artists and productions in music, theater and

dance, by establishing partnerships with local industry and educational

institutions to foster community engagement, and by serving as a resource

and focal point in providing information about various university services to

the business community and economic development professionals.

Description:

Public Service includes those activities established primarily to provide

services beneficial to individuals and groups external to the university to

enhance corporate and community engagement. Public Service includes

conferences, general advisory services, reference bureaus, public radio and

television, consulting, continuing education and professional development

programs, and similar services to particular sectors of the community.

Institutional Analysis (480) 965-

PUBLIC SERVICE

Melinda Gebel, Director

A.R.S. § 15-

ASA 3.

To provide quality educational and informative television

programs and improve services provided to the community,

especially in rural areas.

 Goal 1 Objective: 1 FY2020:Increase the monthly unique visitors to Arizona PBS.com for FY 2020 FY2021: Increase the monthly unique visitors to Arizona PBS.com by 4% for FY 2021 FY2022: Increase the monthly unique visitors to Arizona PBS.com by 10% for FY 2022 FY 2020 Actual

FY 2021

Estimate

FY 2022

Performance Measures Estimate Unique visitors to Arizona PBS.com 141, (monthly)

2 Increase the number of teachers and early childhood care providers served through educational support programming face-to-face and online by 4% from May 2019 to May 2020 Objective: (^) FY2020: Increase the number of teachers and early childhood care providers served through educational support programming face-to-face and online by 3% from May 2020 to May 2021

FY2021:

Increase the number of teachers and early childhood care providers served through educational support programming face-to-face and online by 3% from May 2021 to May 2022

FY2022:

FY 2020

Actual

FY 2021

Estimate

FY 2022

Performance Measures Estimate Teachers served through educational 69, support programming

3 Increase the number of PreK-12 students served through public community programming and online resource delivery in schools, at home, and through community organizations by 4% from May 2019 to May 2020 Objective: FY2020: Increase the number of PreK-12 students served through public community programming and online resource delivery in schools, at home, and through community organizations by 3% from May 2020 to May 2021

FY2021:

Increase the number of PreK-12 students served through public community programming and online resource delivery in schools, at home, and through community organizations by 3% from May 2021 to May 2022

FY2022:

FY 2020

Actual

FY 2021

Estimate

FY 2022

Performance Measures Estimate Students served through educational 1,311, support programming

To continue to stage excellent cultural and other nonathletic

special events for various diverse constituents.

 Goal 2 1 Increase the attendance levels at cultural programs and events by 1-2% in 2019- Objective: FY2020: Increase the attendance levels at cultural programs and events by 1-2% in 2020-

FY2021:

Increase the attendance levels at cultural programs and events by 10-12% in 2021-

FY2022:

FY 2020

Actual

FY 2021

Estimate

FY 2022

Performance Measures Estimate Persons attending University 394 sponsored cultural events (in thousands)

2 Increase the number of University events that engage with the community, local, state, federal, and international organizations by 1-3% in 2019- Objective: FY2020: Increase the number of University events, to include virtual events, that engage with the community, local, state, federal, and international organizations by 1-3% in 2020-

FY2021:

Increase the number of University events, to include virtual events, that engage with the community, local, state, federal, and international organizations by 1-3% in 2021-

FY2022:

FY 2020

Actual

FY 2021

Estimate

FY 2022

Performance Measures Estimate Special events coordinated 1,771 1,789 1,

Program Summary

Mission:

To provide services and programs to faculty, staff and students in support

of the instructional, research, and service mission of the university.

Description:

Academic Support services include the retention, preservation, and display

of educational materials through libraries, museums and galleries; audio

visual and other activities that aid in the transmission of information;

separately budgeted course and curriculum development; and academic

computing support.

Institutional Analysis (480) 965-

ACADEMIC SUPPORT

Melinda Gebel, Director

A.R.S. § 15-

ASA 4.

To manage the number of books and periodical

subscriptions owned by the university libraries for increased

accessibility.

 Goal 1 1 Ensure users have accessible and timely access to the current journal resources they need in 2019-20 for study, teaching, and research Objective: FY2020: Ensure users have accessible and timely access to the current journal resources they need in 2020-21 for study, teaching, and research

FY2021:

Ensure users have accessible and timely access to the current journal resources they need in 2021-22 for study, teaching, and research

FY2022:

FY 2020

Actual

FY 2021

Estimate

FY 2022

Performance Measures Estimate Periodical titles 180,132 185,000 190, 2 Increase access to electronic resources in 2019-20 with readily available research and reference assistance Objective: FY2020: Increase access to electronic resources in 2020-21 with readily available research and reference assistance

FY2021:

Increase access to electronic resources in 2021-22 with readily available research and reference assistance

FY2022:

Date Printed: 9/18/2020 3:01:36 PM OSPB AZIPS All dollars are presented in thousands (not FTE). Page 4

2020 - 2022 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS

Student Services includes functions and other activities with the primary

purpose of contributing to students’ emotional and physical well-being and

intellectual, cultural and social development outside the context of the

formal instruction program. These other activities include cultural events,

student newspapers, intramural athletics, student organizations,

nonacademic counseling and career guidance, student health services, and

the administration at the senior vice presidential level.

To promote the emotional and physical well-being of

students by providing quality health care services.

 Goal 1 1 Increase the number of students served at the student health centers by an average of 5% in 2019- Objective: FY2020: Increase the number of students served at the student health centers by an average of 5% in 2020-

FY2021:

Increase the number of students served at the student health centers by an average of 5% in 2021-

FY2022:

FY 2020

Actual

FY 2021

Estimate

FY 2022

Performance Measures Estimate Students receiving health care on 54, campus

2 Increase the number of students registered with the Disability Resource Center by 18% in 2019- Objective: (^) FY2020: Increase the number of students served by the Disability Resource Center by 5% in 2020-

FY2021:

Increase the number of students served by the Disability Resource Center by 5% in 2021-

FY2022:

FY 2020

Actual

FY 2021

Estimate

FY 2022

Performance Measures Estimate Disabled students served 6,683 7,017 7,

To enhance the quality of students' educational experience

by providing programs and services which promote

involvement in university activities and enhance

opportunities for future employment.

 Goal 2 1 Offer opportunities for all students to engage in on-campus clubs and organizations in 2019- Objective: (^) FY2020: Offer opportunities for all students to engage in on-campus clubs and organizations in 2020-

FY2021:

Offer opportunities for all students to engage in on-campus clubs and organizations in 2021-

FY2022:

FY 2020

Actual

FY 2021

Estimate

FY 2022

Performance Measures Estimate Registered campus clubs and 1, organizations

2 Increase the participation of students and alumni engaging in career readiness and professional development programs, services and resources by 25% in 2019- Objective: FY2020: Increase the participation of students and alumni engaging in career readiness and professional development programs, services and resources by 3% in 2020-

FY2021:

Increase the participation of students and alumni engaging in career readiness and professional development programs, services and resources by 3% in 2021-

FY2022:

FY 2020

Actual

FY 2021

Estimate

FY 2022

Performance Measures Estimate Student and alumni participation in 508, advising services, workshops, career events, job fairs, mentoring, on- campus interviews, Handshake career management platform engagement and professional development events offered by Career Services.

3 Increase the overall number of employers actively recruiting ASU students and alumni by 1% in 2019- Objective: FY2020: Increase the overall number of employers actively recruiting ASU students and alumni by 1% in 2020-

FY2021:

Increase the overall number of employers actively recruiting ASU students and alumni by 1% in 2021-

FY2022:

FY 2020

Actual

FY 2021

Estimate

FY 2022

Performance Measures Estimate Unique number of individual 8, organizations recruiting on campus and virtually

4 Increase the overall number of internship and career positions by 1% in 2019- Objective: FY2020: Increase the overall number of internship and career positions by 1% in 2020-

FY2021:

Increase the overall number of internship and career positions by 1% in 2021-

FY2022:

FY 2020

Actual

FY 2021

Estimate

FY 2022

Performance Measures Estimate Jobs and internships approved and 53, posted in Handshake

5 Maintain graduating seniors’ satisfaction with speakers, cultural offerings, and events available on campus in 2019- Objective: FY2020: Maintain graduating seniors’ satisfaction with speakers, cultural offerings, and events available on campus in 2020-

FY2021:

Maintain graduating seniors’ satisfaction with speakers, cultural offerings, and events available on campus in 2021-

FY2022:

FY 2020

Actual

FY 2021

Estimate

FY 2022

Performance Measures Estimate Percent of graduating seniors who 90 are satisfied with speakers, cultural offerings, and events on campus

To provide services that enhance the likelihood of students'

academic success

 Goal 3 1 Increase the participation in student orientation experiences by 2-3% in 2019- Objective: FY2020: Increase the participation in student orientation experiences by 2-3% in 2020-

FY2021:

Increase the participation in student orientation experiences by 2-3% in 2021-

FY2022:

FY 2020

Actual

FY 2021

Estimate

FY 2022

Performance Measures Estimate Students participating in orientation 12,593 12,850 13, 2 Provide a residential environment in 2019-20 that supports a smooth transition to the university Objective: FY2020: Provide a residential environment in 2020-21 that supports a smooth transition to the university

FY2021:

Provide a residential environment in 2021-22 that supports a smooth transition to the university

FY2022:

FY 2020

Actual

FY 2021

Estimate

FY 2022

Performance Measures Estimate Students living in first-year residential 10, communities

3 Increase the number of students receiving financial assistance by 5% in 2019- Objective: FY2020: Increase the number of students receiving financial assistance by 5% in 2020-

FY2021:

Increase the number of students receiving financial assistance by 5% in 2021-

FY2022:

FY 2020

Actual

FY 2021

Estimate

FY 2022

Performance Measures Estimate Students receiving financial 124, assistance in an academic year

4 Increase amount of financial assistance disbursed to students by 5% in 2019- 20 Objective: (^) FY2020: Increase amount of financial assistance disbursed to students by 5% in 2020- 21

FY2021:

Increase amount of financial assistance disbursed to students by 5% in 2021- 22

FY2022:

FY 2020

Actual

FY 2021

Estimate

FY 2022

Performance Measures Estimate Dollar volume for all financial 1,846, assistance programs (dollars in thousands)

To provide opportunities for men and women by developing

and sustaining programs which help student athletes

achieve success, both academically and athletically.

 Goal 4 Objective: 1 FY2020:Enhance Academic and Life Skill development of student-athletes in FY 2020 FY2021: Enhance Academic and Life Skill development of student-athletes in FY 2021 FY2022: Enhance Academic and Life Skill development of student-athletes in FY 2022 FY 2020 Actual

FY 2021

Estimate

FY 2022

Performance Measures Estimate Average GPA of student athletes (4.0 3. highest)

Date Printed: 9/18/2020 3:01:39 PM OSPB AZIPS All dollars are presented in thousands (not FTE). Page 6

2020 - 2022 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS

Objective: 2 FY2020:Increase NCAA GSR with goal of 88% or above in FY 2020 FY2021: Increase NCAA GSR with goal of 89% or above in FY 2021 FY2022: Increase NCAA GSR with goal of 90% or above in FY 2022 FY 2020 Actual

FY 2021

Estimate

FY 2022

Performance Measures Estimate Percent of student athletes 88 graduating in six years based on NCAA Graduation Success Rate

Program Summary

Mission:

To provide timely, efficient, and effective support for the university’s

mission of instruction, research, and public service goals through executive

management, administrative information and services, adequate and well

maintained facilities, and strong partnerships with alumni, community

leaders, and State decision makers.

Description:

Institutional Support includes central executive level activities concerned

with management and long-range planning for the entire university and the

operation and maintenance of the physical plant. Administrative activities

include planning and programming, legal services, fiscal operations,

administrative data processing, space management, employee personnel

and records, purchasing, stores, safety, security, printing, transportation

services, community and alumni relations, and development and fundraising.

Institutional Analysis (480) 965-

INSTITUTIONAL SUPPORT

Melinda Gebel, Director

A.R.S. § 15-

ASA 6.

To provide efficient and comprehensive human resources

programs and services to the university community in areas

such as employment, training, employee relations, and other

human resource activities.

 Goal 1 1 Continue to meet the need for professional development opportunities with online training and LWD programming for all new/expanding institutional programs in FY 2020 Objective: FY2020: Continue to meet the need for professional development opportunities with online training and LWD programming for all new/expanding institutional programs in FY 2021

FY2021:

Continue to meet the need for professional development opportunities with online training and LWD programming for all new/expanding institutional programs in FY 2022

FY2022:

FY 2020

Actual

FY 2021

Estimate

FY 2022

Performance Measures Estimate Number of employees trained 15, through targeted institutional programs

2 Manage or decrease administrative costs as a % of appropriated expenditure authority in FY 2020 Objective: FY2020: Manage or decrease administrative costs as a % of appropriated expenditure authority in FY 2021

FY2021:

Manage or decrease administrative costs as a % of appropriated expenditure authority in FY 2022

FY2022:

FY 2020

Actual

FY 2021

Estimate

FY 2022

Performance Measures Estimate Administration as a percentage of 2. total cost

Objective: 3 FY2020:Continue outreach to increase the number of qualified applicants in 2019- FY2021: Continue outreach to increase the number of qualified applicants in 2020- FY2022: Continue outreach to increase the number of qualified applicants in 2021- FY 2020 Actual

FY 2021

Estimate

FY 2022

Performance Measures Estimate Job applications processed 56,679 60,000 62, 4 Continue to fill positions as needed to support the academic mission in 2019- 20 Objective: FY2020: Continue to fill positions as needed to support the academic mission in 2020- 21

FY2021:

Continue to fill positions as needed to support the academic mission in 2021- 22

FY2022:

FY 2020

Actual

FY 2021

Estimate

FY 2022

Performance Measures Estimate Positions filled 3,253 3,600 3, Objective: 5 FY2020:Reduce staff turnover by 3-10% in 2019- FY2021: Reduce staff turnover by 3-10% in 2020- FY2022: Reduce staff turnover by 3-10% in 2021- FY 2020 Actual

FY 2021

Estimate

FY 2022

Performance Measures Estimate Percent of agency staff turnover 10. (classified staff only)

To provide customer-focused, high quality facilities and

services to enhance a safe and secure environment in

support of the University's mission.

 Goal 2 1 Increase maintenance work order staff hours by 2% in FY 2020 to maintain new and existing facilities Objective: FY2020: Increase maintenance work order staff hours by 13% in FY 2021 to maintain new and existing facilities

FY2021:

Increase maintenance work order staff hours by 1% in FY 2022 to maintain new and existing facilities

FY2022:

FY 2020

Actual

FY 2021

Estimate

FY 2022

Performance Measures Estimate Maintenance work order staff-hours 1,284, on buildings/tunnels/structures

2 Increase participation in Fire Safety Awareness and Prevention training classes by 8-10% in FY 2020 Objective: FY2020: Increase participation in Fire Safety Awareness and Prevention training classes by 10% in FY 2021

FY2021:

Increase participation in Fire Safety Awareness and Prevention training classes by 10% in FY 2022

FY2022:

FY 2020

Actual

FY 2021

Estimate

FY 2022

Performance Measures Estimate Number of faculty, staff, and 11, students participating in fire safety training classes

3 Maintain a balanced mix of parking payment options that include permit, visitor and mobile apps while encouraging the use of alternative modes in FY 2020 Objective: FY2020: Maintain a balanced mix of parking payment options while encouraging the use of alternative modes in FY 2021 and implementing ASU's Transportation Demand Management Plan

FY2021:

Maintain a balanced mix of parking payment options while encouraging the use of alternative modes in FY 2022 and implementing ASU's Transportation Demand Management Plan

FY2022:

FY 2020

Actual

FY 2021

Estimate

FY 2022

Performance Measures Estimate Annual Parking Permit Sales to 31, students and staff

4 Increase community-based police assignments and contacts by 2-3% in FY 2020 Objective: FY2020: Increase community-based police assignments and contacts by 2-3% in FY 2021

FY2021:

Increase community-based police assignments and contacts by 2-3% in FY 2022

FY2022:

FY 2020

Actual

FY 2021

Estimate

FY 2022

Performance Measures Estimate Community-based police assignments 2, and contacts

5 Manage or reduce the number of crime incidences as the campus grows and mitigate any possible disruptions to the university community in 2019- Objective: (^) FY2020: Manage or reduce the number of crime incidences as the campus grows and mitigate any possible disruptions to the university community in 2020-

FY2021:

Manage or reduce the number of crime incidences as the campus grows and mitigate any possible disruptions to the university community in 2021-

FY2022:

FY 2020

Actual

FY 2021

Estimate

FY 2022

Performance Measures Estimate Crime reports 2,574 2,625 2, 6 Manage or reduce the number of crime incidences as the campus grows and mitigate any possible disruptions to the university community in 2019- Objective: FY2020: Manage or reduce the number of crime incidences as the campus grows and mitigate any possible disruptions to the university community in 2020-

FY2021:

Manage or reduce the number of crime incidences as the campus grows and mitigate any possible disruptions to the university community in 2021-

FY2022:

Date Printed: 9/18/2020 3:01:41 PM OSPB AZIPS All dollars are presented in thousands (not FTE). Page 7

Agency 5-Year Plan

Strategy 1: Increase efforts to enroll more Arizona high school graduates.

Strategy 2: Increase enrollment of students from minority populations and older students.

Strategy 3: Enhance services and resources to students that will lead to increased retention and graduation rates.

Strategy 4: Enhance partnerships with the community colleges to facilitate increased enrollment of and improved outcomes for Arizona community

college transfer students.

Strategy 5: Increase ASU Online program offerings to increase access for students seeking ASU degrees.

Strategy 6: Provide flexibility in course offerings and educational modalities, including increasing pathways into ASU.

Strategy 7: Increase affordability for all students.

Strategy 8: Pursue programs and partnerships that provide an opportunity for students to complete baccalaureate degrees in varied locations and/or

at lower costs.

Issue 1 Increase participation in postsecondary education and ultimately increase baccalaureate degree production

To broaden access to a quality education for all segments of the population, ASU must be positioned to accommodate the expected

growth in high school graduates, particularly minority populations and a growing pool of older students requiring new job skills. Our

knowledge-based economy and an ever-increasing trend toward globalization are changing the skills needed for success in the labor

force. Yet, rising costs, growing financial insecurity among families, and years of underfunding of public investments in higher education

place the idea of access at risk. Tuition rates approved by the Board of Regents in recent years and future changes consistent with Board

policy will help to meet some of the increasing need for financial aid and improve affordability for a greater number of students.

ASU is strongly committed to providing access to college for all qualified students, and to providing them with the services, resources,

and tools necessary to help them succeed through to graduation. Furtherance of these goals requires bold and sustained planning to

provide the educational resources and services to meet the needs of the projected increases in students. Continued investment will be

necessary to provide the infrastructure for the enrollment growth envisioned at each of the campuses.

Description:

Solutions:

Strategy 1: Increase the number of tenured and tenure-track faculty.

Strategy 2: Enhance the technologies and tools that provide students with information to assist with their academic planning and progress.

Strategy 3: Emphasize learning experiences that are outcomes-focused.

Strategy 4: Expand the use of innovative instructional methodologies and delivery methods that improve the learning outcomes and success of

students.

Issue 2 Improve the quality of undergraduate and graduate education

Undergraduate and graduate education are the cornerstones of the university enterprise. Students seek a high quality education that

prepares them to be successful in their careers, to contribute to society, and to become lifelong learners. Today’s graduates must have

strong communication, team building, and critical thinking skills as well as a global perspective to be successful.

A continued emphasis on providing a quality educational experience requires examining and evolving how the university designs and

delivers its instructional programs to maximize the impact of education. Improvements can be accomplished through new pedagogical

techniques, such as adaptive learning, collaborative learning, service learning, and other learner-centered approaches; through the

appropriate use of technology to enhance the learning environment; through undergraduate education that focuses on the student as an

individual; by providing seamless access to the services and resources required for learning and creative and intellectual inquiry; and by

providing an environment that fosters student scholarship. ASU continues to conceptualize and create a wide range of new

interdisciplinary schools, institutes, centers, and programs that will foster the development of new knowledge. In addition, ASU is

enhancing learning environments that facilitate learner-centered delivery with improved instructional technologies and flexible room

design. Necessary public investments will provide the resources needed to improve the learning environments, to accommodate the

increased student population, and to hire the faculty necessary to establish national standing for colleges and schools in every field.

Description:

Solutions:

Strategy 1: Close the gap on salaries as defined in the ABOR Annual Personnel Report through an ongoing commitment of performance salary

adjustments. Public investment in faculty salaries is critical at this time to retain key faculty members as well as enabling ASU to continue attracting

and successfully competing for the highest qualified new faculty members.

Strategy 2: As budgetary constraints allow, continue to implement an ongoing commitment of salary improvement to address the significantly negative

market position of staff (non-academic) salaries by targeting budgetary funds at a level anticipating salary movement of 3 - 4% per year, with

allocations tied directly to outcome-driven performance measures.

Strategy 3: Develop and maintain the laboratory facilities and the network and computational resources required by the research community.

Maintaining competitiveness in research, faculty and student recruitment and retention requires well-equipped modern facilities as well as secure

access to high capacity network connectivity; computational, data, and analytic resources required to support researchers; and the systems and

application support staffing required by individual researchers, clusters, and research teams.

Strategy 4: Maintain the program to improve salary and benefits for graduate research and teaching assistants. Other universities with whom ASU

competes for top-quality graduate students have better salary and benefits packages. Excellent graduate students are essential for improving the

quality of both graduate programs and the broader research enterprise.

Issue 3 Recruit and retain faculty and staff in highly competitive national and local markets during a period of limited resources

Quality faculty members are fundamental to a quality university education. Without the best faculty members, providing Arizona citizens

the superior quality higher education they deserve and the output of research innovations they expect is impossible, and Arizona will not

be able to achieve the necessary cultural and economic vitality required for the state to thrive. At ASU, hiring and retaining outstanding

faculty members continues to be a concern. Like the other Arizona universities, ASU struggles to consistently compete in the demanding

marketplace of top institutions. ASU has made some progress in improving faculty salaries since fall 2014, as demonstrated in the most

recent ABOR Annual Personnel Report, enabling the University to recruit and retain highly recognized and respected academics in a

variety of fields, but the average salary for faculty members continues to fall below most of its peer institutions. Staff salaries also

continue to fall further behind comparable jobs in the relevant markets. Turnover among staff continues to be a significant problem, in

part due to salaries that are not competitive with the local market.

Description:

Solutions:

information technology infrastructure will be executed concurrently with the reorganization of research administration personnel and business

processes.

Strategy 1: Strengthen Arizona's interactive network of teaching, learning and discovery resources that reflects the scope of ASU's comprehensive

knowledge enterprise.

Strategy 2: Co-develop solutions to the critical social, technical, cultural and environmental issues facing 21st century Arizona.

Strategy 3: Meet the needs of 21st century learners by empowering families in the education of their children, increasing student success through

personalized learning pathways, through our Prep Digital high school programming, and promoting a college-going culture in Arizona's K-12 schools.

Strategy 4: Establish, with Mayo Clinic, innovative health solutions pathways capable of educating 200 million people about health care, engaging 20

million people in online health care delivery, and enhancing treatment for 2 million patients.

Issue 5 Enhance our local impact and social embeddedness

Central to ASU’s charter is a commitment to be fundamentally responsible for the economic, social, cultural and overall health of the

communities we serve. To achieve this bold mission, ASU partners with the community in mutually beneficial ways – deeply rooted in

our place as a vital anchor institution in the local community and beyond.

By leveraging ASU’s vast range of intellectual and institutional resources and valuing the profound knowledge and expertise of our

community partners, we can create powerful impact sufficient to drive change in the most complex of social challenges.

To achieve this, ASU empowers all faculty, staff, students and alumni to engage with the community. The six models of engagement --

community-based teaching and learning, civic engagement, community-engage research, knowledge mobilization, capacity building, and

place-based partnerships – highlight some of the ways that ASU is socially embedded and striving to fulfill our role as an anchor

institution.

Description:

Solutions:

Strategy 1: Restructure current funding mechanisms to create a sustainable enterprise financial model that relies on the state as one of many

investors.

Strategy 2: Continue to look for ways to reduce costs while supporting student retention and graduation, faculty research productivity, and the

economic development of the State of Arizona.

Issue 6 Contribute to increasing Arizona’s competitiveness by responding to the increasing demands for a workforce prepared to succeed in the

New Economy

To have a competitive edge in the new, digital economy, Arizona must foster innovation through a highly skilled workforce, a dynamic

business environment, and strong public universities. To achieve this position, Arizona must work hard to counteract a broad range of

challenges, which include one of the country’s lowest college-going and graduation rates, a very low in-migration to Arizona of college

graduates under 30, and a high risk of future job replacement through automation in the state’s relatively large service sector. The

state’s public universities play an essential role in developing the type of innovation ecosystem required to position Arizona for success in

the New Economy.

With each successive year, Arizona State University (ASU) plays an increasingly vital role in Arizona’s ability to achieve long-term

economic expansion; never has this role been more critical than in the state’s current economic environment. To sustain its trajectory,

ASU seeks a total of $64.9 million of incremental base public investment in Fiscal Year 2022 for a New Economy Initiative and resident

education. Of the total amount, $46.0 million is part of a far-reaching plan to increase Arizona’s competitiveness in the New Economy, a

revolution that will be dominated by agile companies where automation and data-enabled decision-making power future industries. In

this era, diverse technologies spanning fields such as advanced computing, biology, artificial intelligence (AI), autonomous systems, and

distributed 3D manufacturing will define industrial growth in the 21st century.

The economic fundamentals are clear: the state needs to further develop its current high wage sectors, expand into tangential industries

that build on current strengths, and later expand into wholly new high wage industries. This is how the state sets the foundation for the

private sector to thrive and allow individuals to reach their full potential. ASU’s proposal for a New Economy Initiative will address these

needs and is comprised of three pillars aimed at maximizing economic return on the public’s investment.

This $46.0 million proposal is comprised of three components: (1) investments in academic programs and student support; (2) funds to

support faculty hiring in the Fulton Schools of Engineering; (3) and an investment to establish five Science and Technology Centers

(STCs) that will attract to Arizona a broad range of new companies specializing in New Economy fields. Funding will provide a workforce

ready for success in the New Economy. This includes growing enrollments in a broad range of high-demand fields and launching the

largest center for engineering education and research in the United States. To do so, ASU must accelerate its faculty recruitment in a

range of fields to keep pace with student demand as well as build and leverage the use of STC’s which rely upon close partnerships

among government, industry, and the university.

The Fiscal Year 2021 General Appropriations Act, referred to as the "skinny budget," removed $18.9 million from ASU's Fiscal Year 2020

general fund appropriation. In the current fiscal year, the Arizona Board of Regents has requested a supplemental appropriation to

restore the $18.9 million for ASU’s FY 2021 budget. For Fiscal Year 2022, ASU is seeking the state's commitment to make permanent

the appropriation of $18.9 million to fund investments critical to serving resident student demand for instruction and degree completion.

An ever growing amount of this learning is taking place in fields that are important to Arizona's success in the New Economy.

To accommodate the growth in existing programs and the launch of new ones, ASU has continued to invest in tenured/tenure-track

faculty and student support staff. These increased university investments come at a time of declining base general fund appropriation

per resident student. The proposed increase to base general fund appropriation will empower ASU to further support its resident

students with faculty and student support staff integral to their postsecondary success. In addition to people resources, ASU will further

enrich the student experience by providing more student research and internship opportunities, expanding its library acquisitions, and

leveraging its information technology assets to enhance student learning.

The Fourth Industrial Revolution will fundamentally change the way we live, work, and relate to one another. This transformation has

been accelerated by COVID-19 and to thrive in the post-pandemic economy, Arizona must build a skilled workforce and develop an

innovation-led business environment that attracts New Economy firms and supports local entrepreneurship in these fields. In realizing

these ambitions, Arizona will enjoy a future of high employment, strong economic growth, and resilience to future economic shocks while

reinforcing its values of individual freedom, self-reliance, equality under the law, and full participation in our democracy.

While ASU anticipates increased public investment in Fiscal Year 2022, it continues long-standing efforts to diversify its revenue base and

identify ways to reduce and contain costs. In terms of revenue diversification, ASU’s Campaign ASU 2020 has already exceeded its fund

raising goal by 28 percent with three months remaining until the campaign end. Additionally, Fiscal Year 2018 NSF HERD research

expenditures of $617.7 million represent a 13 percent increase over the prior year. As for cost containment, ASU units reduced

expenses by a cumulative $17+ million in Fiscal Year 2020. Some examples of cost reduction actions include:

•ASU’s Office of Knowledge Enterprise reduced international and domestic travel, consolidated and reorganized its finance team, and

realigned capital projects and facilities service contracts in Fiscal Year 2020, resulting in cost savings of $1.6 million.

•ASU’s University Technology Office (UTO) has continued to deliver ways to reduce costs via competitive bidding, price negotiations,

rightsizing and consolidation of software and hardware, and cloud cost optimization resulting in $1.7 million of cost savings and

avoidance.

•ASU executed a university-wide budget decentralization initiative that generated $9.1 million per year in savings that were reallocated

for mission-critical investments.

Description:

Solutions: