2020 strategic plan presentation fall 2012. + questions that guided strategic plan 1. trends and...

2020 Strategic Plan Presentation

FALL 2012

+ Questions that guided Strategic Plan

1. Trends and forces that could affect the mission of CAES in 10 years

2. Areas of strengths

3. Areas that need improvement

4. The ideal College of Agricultural and Environmental Sciences in 2020

2020 Strategic Plan | UGA College of Agricultural and Environmental Sciences

2

+ Input

58

9377

3323

Online

262227

166

68

Face-to-Face

1,007 Total


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+ Mission of CAES

To seek, verify, and apply knowledge

related to agriculture and the

environment, and to disseminate this

knowledge through student education

and public outreach programs.


4

+ Vision

CAES will be known for leading the nation in:

Excellent and integrated research, teaching and extension programs

Prominence and superiority of faculty and staff

Innovative and interdisciplinary strength

Strong and diverse funding


5

+Trends and Factors of Influence


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+Changing Demographics – Rural vs. Urban

1900 1910 1920 1930 1940 1950 1960 1970 1980 1990 2000 2010

Urban Popu-lation

346382 538650 727859 895492 1073808 1559447 2180236 2768074 3409081 4097339 5864163 7847658

Rural Popu-lation

1869949 2070471 2167973 2013014 2049915 1885131 1762880 1821501 2054024 2380339 2322290 1839995

500,000

1,500,000

2,500,000

3,500,000

4,500,000

5,500,000

6,500,000

7,500,000

8,500,000

9,500,000

Popula

tion o

f G

eorg

ia


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84% rural, 16% urban

19% rural, 82% urban

+Decreased traditional sources of revenue, increased reliance on grants and gifts

State Budget

Xx%

Assista-

ntships

Xx%

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FY12FY11FY10FY09FY08FY07FY06FY05FY04FY03FY02FY01FY00

$-

$20,000,000

$40,000,000

$60,000,000

$80,000,000

$100,000,000

$120,000,000

$140,000,000

$160,000,000

$180,000,000

$200,000,000

CAES Total Revenue

Research Extension Instruction


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FY00 FY01 FY02 FY03 FY04 FY05 FY06 FY07 FY08 FY09 FY10 FY11 FY12 $-

$20,000,000

$40,000,000

$60,000,000

$80,000,000

$100,000,000

$120,000,000

$140,000,000

$160,000,000

$180,000,000

$200,000,000 CAES Total Revenue, Adjusted for 3% Annual In-

flation, FY00 Baseline

Total RevenueAdjusted for Inflation


10CAES Revenue Sources

FY01 FY02 FY03 FY04 FY05 FY06 FY07 FY08 FY09 FY10 FY11 FY120%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Other Sources

Development

Sales and Services

Indirect Cost Recoveries

Gifts, Grants, and Contracts

Local Ap-propriations

State Ap-propriations

Federal Ap-propriations

+Environmental issues –

real and perceived


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+Increasing health issues

ObesityNutritionDiet Food Safety


12

+Growing Use of Technology


13

+Increasing Interest in Food Especially local, sustainable and organic


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+Increasing world population and demand for food


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+Contd. Trends and Factors

Economic globalization and the internationalization of research and education


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+Contd. Trends and Factors

Society’s misconception of agriculture and decreased appreciation of its value to society


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+Increasing competition for resources essential for agricultural production


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+Decreasing number of CAES employees and increasing need for high trained graduates

CAES supplying only 55% of job need in

Georgia2020 Strategic Plan | UGA College of Agricultural and Environmental Sciences

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+Contd. Trends and Factors Increasing

emphasis on interdisciplinary/multi-investigator research teams

Increasing demand for interdepartmental collaboration and employees


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“Universities have departments; society has problems.”

+Foundational Strengths

Teaching Culture of student

support Excellence in teaching,

advising and experiential learning activities

Research Strong applied research

in production agriculture Pockets of excellent

nationally-recognized basic research programs

CAES strengths that are highly valued

Must be maintained at high level


+Foundational Strengths

Extension Excellent 4-H program County-based program

delivery system

Support Tradition of strong

legislative and industry support

Loyal alumni Strong record of grants,

gifts, revenue from intellectual property

CAES strengths that are highly valued

Must be maintained at high level


+ Foundational Strengths

Strength of CAES

Maintain Foundational Strengths PLUS

achieve Strengthening Goals

Maintain Foundational Strengths

Discontinue Foundational Strengths

2020


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+Strengthening Goals

Action Team 1 – Rigorous and relevant academic programs

Action Team 2 – Dynamic and accessible extension and research programs

Action Team 3 – Intensify intent on identified focus areas

Action Team 4 – Strong and balanced basic and applied research

Action Team 5 – Innovative and productive faculty and staff

Action Team 6 – Maintain funding while exploring new and diverse resources

Action Team 7 – Appreciation and value of our CAES programs internally and externally

Areas where improvements need to be made to get to the ideal CAES of 2020.

Mission Based Items


Management Based Items

+Strengthening Goals

Developed based on answers to the questions “What are we NOT doing well?”

and “What does the ideal CAES

look like in 2020?”


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+ Action Team 1 – CAES educational programs will be at forefront of all land-grant institutions

Curriculum evaluation with improvement/elimination of underperforming programs

Creation of interdepartmental curriculum to meet societal needs

Use emerging technologies to expand high-quality distance learning

Expand study abroad programs, specifically doctoral Increase undergraduate experiential learning

opportunities Modernize educational facilities Increase and support a diverse student body


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Strategy: Undergraduate, masters and doctoral programs will be rigorous, relevant, effective and in high demand

Pre

lim

inary

Acti

on

s

+ Action Team 2 – CAES research and extension programs will be accessible to all segments of the population in Georgia

Assess stakeholder communication preferences

Improve communication and technology for rapid delivery

Assess stakeholder programs, service and technology to ensure relevance and impact

Maintain adequate staffing and support for our traditional stakeholders.


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Strategy: Supplement continued support of traditional stakeholders with emerging technologies for greater speed of delivery and accessibility to a diversity of Georgians

Pre

lim

inary

Acti

on

s

+ Action Team 2 – CAES research and extension programs will be accessible to all segments of the population in Georgia

Identify environmental, agricultural and human health issues

Identify populations underserved by CAES programs

Establish “best practices” to integrate programs specific to urban and underserved areas

Allocate new resources ensuring leadership and successful delivery of programs targeted to urban and underserved areas


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Strategy: Programs will attend to emerging needs of a growing urban population as well as address the changing demographics of the state

Pre

lim

inary

Acti

on

s

+ Action Team 2 – CAES research and extension programs will be accessible and applicable to all segments of the population in Georgia

Enrich and encourage cooperation among faculty and staff to expand programming

Enhance training with emerging technologies Hire faculty and specialists with

predominantly Extension appointments Pursue funding that supports multicounty

projects that address county issues Expand agent access to UGA resources Expand multistate resources and

programming when appropriate


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Strategy: Extension programs will be vital, dynamic and engaged at county level

Pre

lim

inary

Acti

on

s

+ Action Team 3 – Address focus areas 1) food, health, wellness; 2) breeding and genetics; 3)environmental stewardship; and 4) sustainable food production systems

Use focus areas to develop organizational structure and interdisciplinary networks of departments, programs and faculty

Identify administrative requirement for implementation

Communication of organizational plans


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Strategy: CAES will have an organizational framework centered on these focus areas

Pre

lim

inary

Acti

on

s

+ Action Team 3 – Address focus areas 1) food, health, wellness, 2) breeding and genetics, 3)environmental stewardship, and 4) sustainable food production systems

Identify financial, technological and staff requirements to support focus area framework

Attain faculty, staff and technology for implementation Establish internal funding to support interdisciplinary

research and extension programs Leverage existing technology programs to create

interdisciplinary minors and/or certificate program Seek external funding for teaching, research and extension

efforts of interdisciplinary units


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Strategy: CAES will maintain focus area framework with financial and staff support

Pre

lim

inary

Acti

on

s

+ Action Team 3 – Address focus areas 1) food, health, wellness, 2) breeding and genetics, 3)environmental stewardship, and 4) sustainable food production systems

Establish a system for collecting programmatic evaluations of structure, progress and relevance of the focus areas and interdisciplinary network

Conduct periodic review of evaluation data and communicate progress to the CAES community

Determine when adjustments are needed through the work of action teams


32

Strategy: CAES will ensure the focus areas to evolve to remain relevant

Pre

lim

inary

Acti

on

s

Evaluation

Adjustments

Communication

+ Action Team 4 – CAES will have strong, well-supported and balanced basic and applied research programs

Departments will be assessed to identify significant areas of need

Prioritize future hires and support to address deficiencies


33

Strategy: Departments will possess a core of nationally prominent research faculty contributing to relevant focus areas

Pre

lim

inary

Acti

on

s

Review and evaluate other agricultural and environmental sciences and research colleges to assess successful funding models that build prominent basic research programs

Develop funding models to grow new programs and sustain existing programs.

Strategy: CAES will determine and identify the most effective funding model to support building basic and applied research programs.

+ Action Team 4 – CAES will have strong, well-supported and balanced basic and applied research programs

Form integrated teams around the focus areas

Develop communication channels across campuses, within UGA and outside the university to increase collaboration

Enhance current infrastructure to broaden networking capabilities


34

Strategy: CAES will have collaborative relationships between basic and applied scientists

Pre

lim

inary

Acti

on

s

Strategy: The college will emphasize the need to hire, train and develop faculty that embrace collaboration between basic and applied research

+ Action Team 5 – CAES will have the most productive, innovative and respected faculty and staff workforce in the land-grant system

Develop mentoring, developmental and enrichment opportunities for early career faculty and staff

Increase the rigor of performance evaluation and tenure and promotion procedures to ensure excellence in teaching, research, and Extension programs

Establish evaluation and promotion processes that recognize the diversity of faculty and staff responsibilities and activities

Develop and implement policies that promote a healthy work-life balance

Provide appropriate infrastructure, administrative support, opportunities for collaboration, and the time and freedom necessary to create, apply and communicate new knowledge


35

Strategy: CAES will foster an environment that promotes excellence among faculty and staff

Pre

lim

inary

Acti

on

s


Develop and implement a process to identify and attract faculty with strong disciplinary expertise and demonstrated openness to innovation

Increase recruitment and hiring of high performing midcareer faculty and staff

Increase the number of faculty who combine outstanding teaching with world-class research

Increase recruitment, hiring and retention of diverse faculty and staff

Develop college-level strategies that increase the number of special and named professorships


36

Strategy: CAES will have the most effective program in the nation for recruiting diverse and outstanding faculty and staff

Pre

lim

inary

Acti

on

s


Create a college-level system that coordinates faculty nominations for college, university and national awards and better publicizes faculty achievements

Ensure competitive salaries comparable to aspirational universities


37

Strategy: CAES will retain high performing faculty and staff

Pre

lim

inary

Acti

on

s

+ Action Team 6 – CAES will maintain current funding, expanding existing sources and search for a diversity of new funding sources

Simplify and consolidate all information and instructions needed to write grants into one user-friendly source and keep it updated

Establish a mentoring program for new faculty

Form an advisory group composed of successful grant writers who are willing to share their expertise


38

Strategy: Increase the number of faculty who are proficient and successful in obtaining grants

Pre

lim

inary

Acti

on

s


Create an infrastructure for grant development and processing

Ensure management and support for interdisciplinary efforts

Increase tools and resources to support successful fundraising efforts

Increase generated funds from sales, services and facility rentals

Invest in selected equipment and infrastructure that would make

CAES more competitive in grant solicitation and fund development


39

Strategy: Faculty will have increased availability to external fund-development resources

Pre

lim

inary

Acti

on

s


Approach commodity groups and other organizations for support of CAES programs

Encourage collaboration and resource sharing between the Office of College Advancement and grant support personnel


40

Strategy: External and internal partnerships will increase funding opportunities from grants, contracts, donations, sponsorships and other forms of support

Pre

lim

inary

Acti

on

s

+ Action Team 7 – CAES will ensure understanding and appreciation of the value of our programs within our organization and by the public

Review the structure and function of current organizational communications processes

Identify barriers to and solutions for improvement of communication processes

Increase interaction and information sharing among campuses, departments and across teaching, research, Extension and units


41

Strategy: CAES faculty and staff will have knowledge of initiatives in various program area and will collaborate with personnel across CAES disciplines

Pre

lim

inary

Acti

on

s

Teaching


Increase the conspicuousness of CAES in university functions and programs

Increase the visibility of CAES in university press and media publications

Increase collaborative projects between CAES and other colleges and units at UGA


42

Strategy: UGA faculty, staff and students will understand and value CAES programs

Pre

lim

inary

Acti

on

s


Explore retaining an outside firm to develop and implement a public relations and marketing campaign for CAES

Inform and reach out to groups unfamiliar with the depth and breadth of CAES (urban populations, underserved groups, etc.)

Deliver a consistent message


43

Strategy: Decision makers and the general public recognize and understand the value and impact of CAES programs to the people, state, nation and the world

Pre

lim

inary

Acti

on

s

+Important Dates

Campus PresentationsAug. 28, Tifton, 9:30 (and Wimba)Aug. 28, Griffin, 3:30 Aug. 29, Athens, 1:15

Action Team Nominations Due Sept. 10

Action Teams Formed and Charged Oct. 2


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+CAES Strategic Planning Committee

Sammy Aggrey, Poultry Science

Ellen Bauske, Center for Urban Ag

John Beasley, Crop & Soil Sciences

Jean Bertrand, Academic Affairs

Melanie Biersmith, 4-H Youth

Jennifer Cannon, Center for Food Safety

Stacey Ellison, Houston County Ext

Debbie Gausvik, Ag. Business Office

Tyler Harper, B&AE Alumni

Mark Harrison, Food Science and Tech

Ray Hicks, Screven County Ext

Laura Perry Johnson, SW District

Brian Jordan, Poultry Science

Bob Kemerait, Plant Pathology

Maria Navarro, ALEC

Octavio Ramirez, Ag & Applied Econ

Mark Risse, Bio & Ag Engineering

Kim Siebert, Clayton County Ext

Tim Smalley, Horticulture

Sharon Dowdy, Communication & Tech

Michael Strand, Entomology

Kari Turner, Animal & Dairy Science


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+ College of Agricultural and Environmental Sciences101 Conner HallAthens, Georgia 30606www.caes.uga.edu


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2020 strategic plan presentation fall 2012. + questions that guided strategic plan 1. trends and...

Documents

environmental sciences

ideal college of agricultural

urban slide

environmental issues

agricultural production

mission of caes

increasing competition

vision caes