University of Arizona

An Update on the University of Arizona Transformation Plan

March 22, 2010

Realignments, consolidations make UA more resilient, nimble

Nearly two years ago, we began the Transformation Plan, a process that involved redirecting, reshaping and reorganizing the University of Arizona. Shortly after we began the transformation process, the state budget began to collapse, increasing pressure to accelerate change at the University. Unfortunately the very public focus on budget cuts shifted attention away from the effective, collaborative improvements and robust new programs that have been initiated through the Transformation Plan.

The underlying purpose of the Transformation Plan was not to chop, but rather to realign, consolidate, and fortify the University's strengths by creating new learning opportunities for students and bolstering our creative, scholarly research programs. I firmly believe that the Transformation Plan strengthens the quality of research and teaching programs as it increases efficiency, and makes the University more resilient and nimble, benefiting faculty, staff, students and the community.

The process began when we recognized that the status quo would no longer work: becoming bigger and bulkier was not strengthening the University, but weighing it down. The University's state appropriations as a portion of its budget had been slipping downward, some of our costs were rising in an unsustainable way, and the academic landscape was changing dramatically. It was time to rethink almost every aspect of the University: how we taught and conducted research; how to streamline, improve and reduce administrative costs; how to merge, eliminate or modify less productive or outdated programs; how to best serve the community and our outreach mission.

At the beginning of the process, 77 concept pieces with ideas about program consolidations and mergers, administrative efficiencies, and organizational restructuring were reviewed and vetted. The proposals came from a wide swath of the University community.  We held dozens of forums and discussions to listen, answer questions and, importantly, gather input and comments.

The result was truly transformational - consolidations and realignments of colleges and departments improve access and quality, better serve the 21st Century student, and breakdown institutional barriers and encourage collaborative work among the faculty. The University also benefits from the reductions of administrative costs and efficiencies intrinsic to the Transformation Plan. When the budget disaster hit, the plan was crucial in setting priorities and guiding budget decisions.

During this phase of budget anxiety, the discussions of the financial implications of the Transformation Plan are overshadowing its advantages. With the changes we implemented last year and the new changes from this year, the reorganizations include:

  • 16 departments have been reorganized into eight departments;
  • 40 departments and units were consolidated into 13 schools;
  • Four colleges created a partnership that is the Colleges of Letters, Arts, and Science; and
  • 42 academic programs were closed or merged.

The numbers belie the full process and outcomes of the Transformation Plan that established exciting, new interdisciplinary partnerships, programs and research initiatives while trimming costs. Some of these partnership-based transformations include:

  • The School of Mind, Brain and Behavior brings together three academic departments and two graduate interdisciplinary programs to create an entity that is on the national forefront of neuroscientific and cognitive research and education.
  • The School of Earth and Environmental Sciences united six campus units in the common pursuit of addressing global climate change, water resources and other critical environmental issues. The school elevates the work the UA is doing in the earth and environmental sciences.
  • The School of Sustainable Engineered Systems links five departments in the UA College of Engineering and related research efforts across campus to promote applied research related to sustainability and the environment.
  • The School of Public Administration and Policy and the political science department came together to form the new School of Government and Public Policy within the College of Social and Behavioral Sciences. The school is already participating with other departments in the college to form new undergraduate interdisciplinary degrees.
  • College of Education departments merged and were reshaped into departments of educational policy and studies practice, psychoeducational and disability studies, and teaching, learning and sociocultural studies.
  • The Department of Chemistry and Biochemistry formed from a merger of chemistry and biochemistry and molecular biophysics and will enhance interactions for research and instruction.
  • The School of Theatre, Film and Television was formed from a merger of the School of Media Arts and the SchoolofTheatre Arts that will expand educational opportunities and professional training for the students.

Other Transformation Plan success stories within administrative units saved money and improved functions including those in student affairs, human resources, and academic affairs: 

 •  The Think Tank in student affairs centralizes academic support services across campus and gives students a starting point to connect with writing, math, science and entry-level course tutoring, review services and peer mentors.

•  The Office of Instruction and Assessment formed from a reorganization of academic affairs and instruction and included pulling together professionals from several units on campus to provide centralized service to faculty in the areas of instruction and assessment.

I hope you'll read more about the Transformational Plan on the Provost's Web site, which includes links to further information on these programs: http://provost.arizona.edu/transformation_outcomes

The Transformation Plan gives dynamic direction to the University's growth and reshapes it into the institution that will serve the best interests of our state for decades to come. Economic woes and the diminishing budget influenced the Transformation Plan, but were not the sole impetus. When considering and discussing the Transformation Plan and the related consolidations, realignments, mergers and partnerships, I hope you will focus not only on the economic advantages, but also on its power to build on the University's strengths.