2020 Strategic Plan Presentation FALL 2012. + Questions that guided Strategic Plan 1. Trends and...
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Transcript of 2020 Strategic Plan Presentation FALL 2012. + Questions that guided Strategic Plan 1. Trends and...
+ 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
2020 Strategic Plan | UGA College of Agricultural and Environmental Sciences
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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.
2020 Strategic Plan | UGA College of Agricultural and Environmental Sciences
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+ 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
2020 Strategic Plan | UGA College of Agricultural and Environmental Sciences
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+Trends and Factors of Influence
2020 Strategic Plan | UGA College of Agricultural and Environmental Sciences
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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
2020 Strategic Plan | UGA College of Agricultural and Environmental Sciences
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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%
8
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
2020 Strategic Plan | UGA College of Agricultural and Environmental Sciences
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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
2020 Strategic Plan | UGA College of Agricultural and Environmental Sciences
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
2020 Strategic Plan | UGA College of Agricultural and Environmental Sciences
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+Increasing health issues
ObesityNutritionDiet Food Safety
2020 Strategic Plan | UGA College of Agricultural and Environmental Sciences
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+Growing Use of Technology
2020 Strategic Plan | UGA College of Agricultural and Environmental Sciences
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+Increasing Interest in Food Especially local, sustainable and organic
2020 Strategic Plan | UGA College of Agricultural and Environmental Sciences
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+Increasing world population and demand for food
2020 Strategic Plan | UGA College of Agricultural and Environmental Sciences
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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
2020 Strategic Plan | UGA College of Agricultural and Environmental Sciences
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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
2020 Strategic Plan | UGA College of Agricultural and Environmental Sciences
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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
2020 Strategic Plan | UGA College of Agricultural and Environmental Sciences
+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
2020 Strategic Plan | UGA College of Agricultural and Environmental Sciences
+ Foundational Strengths
Strength of CAES
Maintain Foundational Strengths PLUS
achieve Strengthening Goals
Maintain Foundational Strengths
Discontinue Foundational Strengths
2020
2020 Strategic Plan | UGA College of Agricultural and Environmental Sciences
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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
2020 Strategic Plan | UGA College of Agricultural and Environmental Sciences
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?”
2020 Strategic Plan | UGA College of Agricultural and Environmental Sciences
25
+ 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
2020 Strategic Plan | UGA College of Agricultural and Environmental Sciences
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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.
2020 Strategic Plan | UGA College of Agricultural and Environmental Sciences
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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
2020 Strategic Plan | UGA College of Agricultural and Environmental Sciences
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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
2020 Strategic Plan | UGA College of Agricultural and Environmental Sciences
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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
2020 Strategic Plan | UGA College of Agricultural and Environmental Sciences
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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
2020 Strategic Plan | UGA College of Agricultural and Environmental Sciences
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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
2020 Strategic Plan | UGA College of Agricultural and Environmental Sciences
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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
2020 Strategic Plan | UGA College of Agricultural and Environmental Sciences
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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
2020 Strategic Plan | UGA College of Agricultural and Environmental Sciences
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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
2020 Strategic Plan | UGA College of Agricultural and Environmental Sciences
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Strategy: CAES will foster an environment that promotes excellence among faculty and staff
Pre
lim
inary
Acti
on
s
+ Action Team 5 – CAES will have the most productive, innovative and respected faculty and staff workforce in the land-grant system
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
2020 Strategic Plan | UGA College of Agricultural and Environmental Sciences
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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
+ Action Team 5 – CAES will have the most productive, innovative and respected faculty and staff workforce in the land-grant system
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
2020 Strategic Plan | UGA College of Agricultural and Environmental Sciences
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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
2020 Strategic Plan | UGA College of Agricultural and Environmental Sciences
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Strategy: Increase the number of faculty who are proficient and successful in obtaining grants
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
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
2020 Strategic Plan | UGA College of Agricultural and Environmental Sciences
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Strategy: Faculty will have increased availability to external fund-development resources
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
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
2020 Strategic Plan | UGA College of Agricultural and Environmental Sciences
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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
2020 Strategic Plan | UGA College of Agricultural and Environmental Sciences
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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
+ Action Team 7 – CAES will ensure understanding and appreciation of the value of our programs within our organization and by the public
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
2020 Strategic Plan | UGA College of Agricultural and Environmental Sciences
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Strategy: UGA faculty, staff and students will understand and value CAES programs
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
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
2020 Strategic Plan | UGA College of Agricultural and Environmental Sciences
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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
2020 Strategic Plan | UGA College of Agricultural and Environmental Sciences
44
+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
2020 Strategic Plan | UGA College of Agricultural and Environmental Sciences
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