Strategic Priorities FY16-20 · 1.2. Accelerate genetic progress in crops and livestock through...

1Strategic Priorities |

Strategic Priorities FY16-20

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

Strategic Priorities ........................................................................................... 3

Achieve resilience in food, fiber, and ecological systems through adaptive strategies .......................... 4Detect, monitor, and mitigate insect vector–borne diseases and invasive species .......................... 5Enhance agricultural information systems and expand their use through innovative applications 6Integrate basic and applied research at the nexus of food and health.......................................... 7

Summary and Conclusion ....................................................................... 8

Table 1 Assessment of Risks — AgriLife Research Strategic Priorities FY16–20 ...................................... 9

Table 2 Enterprise Risk Matrix FY16-20 .........................................................................................13

CONTENTS


Agriculture has long been a mainstay of the Texas economy, and the success of Texas agriculture has paved the way for the development of new industries and sustained

the diversification of our economy. The food and fiber system’s contribution to the Texas gross domestic product (GDP) was valued at $129 billion in 2013. This represented 8.3% of the state’s total economic activity. Within the Texas agricultural economy, beef cattle and dairy accounted for 57% of total cash receipts, valued at $11.8 billion in 2013. Cotton was the second-largest commodity, with cash receipts of $2.3 billion. Broilers followed closely, with $1.8 billion in sales, and the greenhouse and nursery industry contributed $1.3 billion. Corn, grain sorghum, and wheat had combined farm-gate receipts of $2.2 billion and represented most of the remaining value for Texas’s leading agricultural commodities.

As Texas agriculture grows, it has a positive multiplier effect throughout the economy. For every dollar of agricultural production in Texas, another $2.19 is generated by other industries in the state to support this additional output. The interconnected nature of Texas agriculture to other sectors of the economy — and the ever-changing relationships across these sectors — make it imperative that Texas A&M AgriLife Research is positioned to anticipate and respond to critical needs and emerging challenges.

With its unique climatic and geographical diversity, the Texas landscape is a microcosm of the rest of the world. Dramatic increases

in precipitation from west to east and substantial differences in average daily temperature from north to south make it possible to replicate most of the world’s ecosystems in our statewide research. Therefore, even though the efforts of Texas A&M AgriLife Research are primarily focused on the needs of Texas, the influence and impacts of our discoveries extend far beyond our borders.

We are keenly aware that hunger, specifically undernutrition, is one of the most important global issues of our time. It is both a cause and a symptom of poverty, and ultimately it can lead to conflict, mass migrations, and the rise of terrorism, all of which can impact Texans. We believe that we can help alleviate human suffering associated with hunger and poverty through agriculture science, and in that way help prevent these outcomes and build a better world for present and future generations.

Although the roots of AgriLife are firmly planted in production agriculture and natural resources, we also look to apply the power of fundamental life sciences to real-world issues. Discoveries in biochemistry and genetics are accelerating our impacts on sustainable food and fiber production. Advances in drug development and nutrition target acute and chronic diseases for a healthier Texas. Our approach is to integrate basic and applied research and to use our tremendous strength in both to create solutions with lasting impacts.

Strategic Priorities FY16-20

Introduction

Texas A&M AgriLife Research

2 | Strategic Priorities

MissionOur mission is scientific discovery that benefits consumers and expands agricultural sustainability, profitability, and environmental stewardship.

VisionWe will maintain our position as the leader among peer organizations — both nationally and internationally — in the discovery and application of research in agricultural and life sciences. Our discoveries, development, and transfer of innovative technologies will produce economic, environmental, and health benefits that are key to Texas’s success and vital to the lives of its citizens.

Developing SolutionsTexas A&M AgriLife Research is not deviating from its historical mission. However, to meet the emerging challenges of today and tomorrow, during the next five years we will place particular emphasis on a limited number of strategic priorities that will enhance the sustainability of targeted systems.

Sustainable systems have four important features:

1. Economic viability

2. Environmental and natural resource stewardship

3. Social acceptability

4. Resilience to shock

Sustainability is a complex concept that means different things to different people. Environmental and natural resource stewardship is an essential feature of sustainable systems, but no system is truly sustainable unless it is economically viable. Production practices may be supported for a time through subsidies, but in a free-market economy, long-term sustainability depends upon total benefits exceeding costs.

Even though agricultural production and marketing systems may meet criteria related to economic viability and environmental sustainability, if elements of the system are feared or rejected by society, the system will not continue to function. Sustainable solutions to the challenges facing agriculture must not only be based on sound science; they must also be acceptable to consumers and society at large.

Ultimately, resilience is required for sustainability. Factors outside the system or outside the control of its participants can undermine the way a system functions. Climate variability (whatever the cause), market disruption, and geopolitical instability create inevitable, and often unforeseeable, shocks to the food and fiber system. If these shocks cannot be absorbed, or if the system cannot adapt to accommodate them, it will fail — and thus it is not sustainable. Resilience may be extremely difficult to achieve, but it is an integral part of truly sustainable solutions. Therefore, the achievement of resilience in the food and fiber system is a major driver in the establishment of strategic priorities for Texas A&M AgriLife Research for the next five years.


Texas A&M AgriLife Research is working to find innovative solutions that will create adaptive agricultural systems — systems that are capable of meeting the demands of a growing population, changing climate, fluctuating economic conditions, unpredictable geopolitical environments, and declining resources — for today and tomorrow. We must make fundamental scientific discoveries and apply them to create new technologies that will enhance the sustainability and resilience of adaptive agricultural systems. These agile systems can meet the needs not only for food and fiber, but also for clean water and air, functional landscapes, improved health and well-being, and the sustainability of resources for generations to come.

Strategic priorities are particular areas that AgriLife Research will emphasize over the next five years in order to make measurable progress toward enhancing the resilience of agricultural systems. After a review of our core competencies, and in the context of the obstacles to sustainable systems, we have identified four priority areas:

1. Achieve resilience in food, fiber, and ecological systems through adaptive strategies.

2. Detect, monitor, and mitigate insect vector–borne diseases and invasive species.

3. Enhance agricultural information systems and expand their use through innovative applications.

4. Integrate basic and applied research at the nexus of food and health.

Targeted goals within each objective — and preliminary actions to promote progress toward these goals — are outlined below. It is important to understand that this structure is expected to be dynamic. As progress is made or new discoveries are achieved, some actions may be removed and other actions that better facilitate progress may be added. We will describe the impact of programs as progress toward these goals, so that the direct and extended benefits of AgriLife Research programs can be readily defined.

Strategic Priorities


Strategic Priority 1:Achieve resilience in food, fiber, and ecological systems through adaptive strategies.

GOALS ACTIONS

1.1. Develop remote sensing tools to detect physiological indicators of biotic and abiotic stress in plants and animals.

1.1.1. Collaborate with Texas A&M Institute for Quantum Science and Engineering to develop raman spectroscopic sensors.

1.1.2. Expand existing collaboration with TAMU-Corpus Christi and Texas A&M Engineering Experiment Station to utilize unmanned aerial systems as a platform for remote sensing.

1.1.3. Interpret sensor data and develop visualization tools for precision management of crops and livestock.1.1.4. Incorporate economic feasibility analyses into each action item above.

1.2. Accelerate genetic progress in crops and livestock through automated phenotyping and marker-assisted selection.

1.2.1. Integrate conventional and biotechnology approaches to livestock breeding and cropping systems.1.2.2. Invest in personnel, infrastructure, and technology to facilitate automated phenotyping under

greenhouse and field conditions.1.2.3. Maintain and expand high-throughput sequencing capacity within our genomics core.1.2.4. Develop methods to rapidly determine root architecture modifications, including altered ratios of root

functional cell types.1.2.5. Expand data collection and analytic capacity for big data and statistical approaches to extract

biologically relevant information.1.2.6. Strengthen and leverage collaborative research and development efforts with corporate partners.

1.3. Increase efficiency of production systems through precision agriculture.

1.3.1. Create decision support tools based on climate, weather forecasts, soil maps, aerial/satellite imagery, historic yield data, previous agronomic practices, and genetic potential of crops.

1.3.2. Determine the spatial and temporal yield and quality response to conventional and innovative cropping systems.

1.3.3. Develop economic analyses to assess profitability and cost/benefit of tools, technologies, and systems derived from our research.

1.4. Improve water-use efficiency in urban and agricultural applications.

1.4.1. Use innovative and traditional plant breeding techniques to develop water-efficient, drought- and salt-tolerant turf and ornamental landscape plant varieties.

1.4.2. Encourage microbial communities that complement and extend plant root functions.1.4.3. Evaluate policy aspects and effectiveness of water conservation strategies in urban and rural areas.1.4.4. Develop new irrigation methods and deficit irrigation strategies to reduce water use while maintaining

crop yields.1.4.5. Evaluate impact of insect herbivory under reduced water use.

1.5. Enhance sustainability of livestock and poultry production.

1.5.1. Engage with key stakeholders to effectively and defensibly define metrics for sustainability in beef, pork, lamb, and poultry production systems.

1.5.2. Create prescriptive management systems that drive positive change in systemic sustainability without compromising production efficiency.

1.5.3. Develop innovative intensification strategies that reduce the amount of land required for livestock production.

1.5.4. Reduce anti-microbial resistance through strategies that employ novel approaches to prevention, early detection, and treatment of disease.

1.5.5. Identify and exploit the genetic basis for resistance to disease and/or response to vaccination.

Milestones and Deliverables1. Within one year, secure funding to support and propose to the Board of Regents the creation of a Center for Biophotonics.

2. Within three years, construct and test autophenotyping systems both in the greenhouse and under field conditions.

3. Within five years, develop and deploy UAV-mounted, novel sensors to monitor plant health and growth as well as the physiological indicators of biotic and abiotic stress.

4. Within five years, assess the profitability of alternative production systems employing precision agriculture; sustainable livestock and poultry systems; and improved approaches to water-use efficiency.


GOALS ACTIONS

2.1. Improve detection methods for pathogens and vectors to predict and manage epidemics.

2.1.1. Identify host markers to serve as signatures for pathogens.2.1.2. Characterize and utilize volatile organic compounds and other novel chemicals that interfere with

host finding, settling behavior, or other behaviors in blood-feeding arthropods.2.1.3. Create a startup company and engage corporate partners to commercialize the AgConnect™ suite

of software tools.2.1.4. Form rapid-response teams when new pests or diseases are detected in neighboring states or

countries to limit the area affected and minimize economic damage.2.1.5. Investigate potential to work with government and private sector collaborators to establish early

warning systems in Panama for insect vectors of plant, animal, or zoonotic diseases.2.1.6. Improve detection of exotic pathogens such as new serovars of Dengue virus or novel arboviruses

like Chikungunya.

2.2. Define the insect- and tick-transmitted disease cycles and find ways to eliminate or reduce source populations.

2.2.1. Recruit pathogen-vector experts in College Station and Weslaco to identify targets that block replication and transmission of pathogens.

2.2.2. Enhance plant endophyte expertise in College Station to develop methods to block successful pathogen infection in plants.

2.2.3. Recruit additional entomologists with expertise in mosquito-vectored diseases to work in College Station and in Weslaco.

2.2.4. Improve exotic plant pathogen laboratory acquired from USDA-ARS in Weslaco.2.2.5. Explore the use of RNAi and CRISPR as means of disrupting reproduction of pathogens in blood-

feeding arthropods, or interfere with other physiological processes in the vector, the pathogen, or in the host.

2.2.6. Explore the host microbes that may help attract or repel the arthropod vector.

2.3. Develop better control tactics and management strategies.

2.3.1. Use innovative and traditional plant breeding techniques, marker-assisted selection, genomics, and phenotyping to develop disease-tolerant citrus and vegetable plant varieties.

2.3.2. Develop remote sensing tools to detect and monitor insect or disease infestation in plants.2.3.3. Develop methods to rapidly detect insecticide resistance in a holistic approach to insecticide-

resistance management. 2.3.4. Design and test new trapping and surveillance systems to estimate vector density while

testing vectors for the presence of pathogens, which could lead to area-wide management recommendations.

2.4. Develop and manufacture vaccines to protect people, animals, and plants.

2.4.1. Develop bacteriophage and other novel strategies to lyse bacterial pathogens in the vasculature of living plants.

2.4.2. Identify endophytic communities to block pathogen signaling required for the expression of pathogenic genes.

2.4.3. Utilize electron-beam technology to create safe, effective vaccines, and collaborate with the National Center for Therapeutic Medicine to cost-effectively produce small batches of customized vaccines as part of a rapid response to specific vector-borne diseases.

Strategic Priority 2:Detect, monitor, and mitigate insect vector–borne diseases and invasive species.

Milestones and Deliverables1. Within one year, create a startup company to commercialize and expand utilization of the AgConnect™ suite of tools and dashboards to

facilitate and enhance biosurveillance of pathogens.

2. Within one year, recruit additional expertise in mosquito-vectored diseases and construct infrastructure to support their work.

3. Within three years, develop and deploy remote sensing technology to monitor and mitigate infestation by plant, animal, and zoonotic pests.

4. Within five years, expand the use of electron-beam technology to enhance food safety and phytosanitary requirements of fruits and vegetables entering the United States from Mexico and other foreign sources.


GOALS ACTIONS

3.1. Limit uncertainty in agricultural and natural resource decision making.

3.1.1. Improve our capacity in modeling complex systems.3.1.2. Enhance our capacity in biogeochemical ecosystem process modeling in terms of the water cycle,

greenhouse gases, nitrogen cycle, etc.3.1.3. Develop process-level models for the inherent complexity of genetics-environment-management

interactions.3.1.4. Identify strategic partners within TAMUS and without with capabilities in providing and managing

soils and weather databases, bioinformatics, and big data analysis.

3.2. Improve identification of feedbacks, thresholds, and transitions that can lead to change in social and ecological systems.

3.2.1. Improve early-warning capacity and information dissemination.3.2.2. Enhance modeling capacity to detect when biological and economic thresholds are being

approached and to model changing states and associated transitions.3.2.3. Develop appropriate modules and linkages to improve capacity for modeling coupled human and

natural systems.

3.3. Develop knowledge systems to support adaptation, transformation, resilience, and sustainability of plant and animal systems in natural, agricultural, and urban settings.

3.3.1. Improve capabilities for storing, analyzing, and delivering/translating information to assist in decision support for adaptive management, including dashboards that facilitate multilayer data and the addition of new layers as sensor technology increases and expands.

3.3.2. Develop capabilities for capturing local knowledge to reduce duplication of effort, optimize management strategies, and engage stakeholders.

3.3.3. Develop a knowledge system node for Texas to support modeling efforts and data acquisition, storage, and dissemination to Texas stakeholders.

3.3.4. To help improve policy planning, integrate economic decision-support mechanisms to assess the impact of changes in land management.

3.4. Develop mechanisms, frameworks, and tools to leverage big data into actionable management decisions.

3.4.1. Identify mechanisms to encourage basic science researchers in the fields of computer science, statistics, and mathematics to apply best practices and methods to agricultural datasets and projects.

3.4.2. Develop and improve visualization and data-management tools for big data in agriculture.3.4.3. Develop server capacity for big data storage and remote access of “slices” by less powerful Internet-

connected devices.

Strategic Priority 3:Enhance agricultural information systems and expand their use through innovative applications.

Milestones and Deliverables1. Within one year, formalize a collaborative relationship with GEOSAT and other individuals and groups within The Texas A&M University

System to gain access to high-performance computing and big data management systems.

2. Within three years, establish collaborative relationships with government, academic, and private sector partners in Mexico and Panama to develop and implement early warning systems to protect against the accidental or intentional introduction of biosecurity threats to Texas and the United States.

3. Within five years, develop and license decision-support models and data-mining capacity to the private sector.


GOALS ACTIONS

4.1. Contribute to public health and well-being by encouraging increased daily intake of fruits and vegetables.

4.1.1. Increase voluntary consumption of nutritious fruits and vegetables by improving appearance, taste, and other quality attributes through marker-assisted selection and other advanced plant-breeding strategies.

4.1.2. Improve the health-promoting properties of fruits and vegetables through manipulation of pre- and post-harvest factors.

4.1.3. Perform rigorous research to support Texas A&M AgriLife Extension’s Healthy South Texas initiative.

4.2. Identify how specific food commodities, animals, and pathogens in certain locations convey risks to public health, such as the risks arising from the spread of antibiotic-resistant bacteria.

4.2.1. Assemble a modeling team to expand our capacity in data mining and risk assessment.

4.2.2. Promote collaborative, multi-disciplinary research involving scientists from the College of Veterinary Medicine & Biomedical Sciences, the Health Science Center, and the private sector.

4.2.3. Engage and play an active role with governmental, industry, and consumer consortia to provide science-based solutions to emerging issues such as microbial resistance to antibiotics.

4.2.4. Estimate the economic impacts of food-borne illness in terms of lost jobs and income and diminished productivity.

4.3. Understand the mechanisms of contamination and transmission of specific pathogens via food.

4.3.1. Construct Biosafety Level 3 laboratories to enable multi-disciplinary teams to conduct challenge studies.

4.3.2. Employ synthetic biology technology to design and build organisms and study mechanisms of attachment, etc.

4.4. Develop strategies to reduce the risk of foodborne illness, phytosanitary issues, and biosecurity threats.

4.4.1. Collaborate with private industry to design, construct, and deploy mobile electron-beam sterilization systems at the Texas A&M AgriLife Research and Extension Center at Weslaco or other locations on the Texas-Mexico border.

4.4.2. Identify genomic markers for resistance to pathogen attachment in fruits and vegetables and introduce them into adapted cultivars through hybridization.

4.4.3. Develop innovative biological or chemical approaches to eliminate or reduce pathogens in the food supply chain and assess the economic feasibility of adoption on a commercial scale.

Strategic Priority 4:Integrate basic and applied research at the nexus of food and health.

Milestones and Deliverables1. Within one year, expand and enhance vegetable-breeding capacity in Weslaco, the Winter Garden, and the Panhandle of Texas.

2. Within three years, establish a collaborative research and development program with a major food retailer, grower, or processor to license and market improved varieties of fruits and vegetables.

3. Within five years, release two new vegetable varieties with superior resistance to abiotic and/or biotic stress.


Summary and ConclusionTexas A&M AgriLife Research currently leads all of its peer organizations in total research expenditures. Our greatest strengths are (1) our capacity to address an extraordinary span of challenges and (2) the depth of research expertise within our agency. Applying these strengths toward measurable and achievable goals will hasten the development of meaningful and valuable solutions for Texas and the world. We are placing emphasis on four strategic priority areas:

1. Achieve resilience in food, fiber, and ecological systems through adaptive strategies.

2. Detect, monitor, and mitigate insect vector–borne diseases and invasive species.

3. Enhance and exploit agricultural information systems.

4. Integrate basic and translational research at the nexus of food and health.

Achieving our goals in each of these areas over the next five years will provide increased resilience to agricultural and natural resource systems and will help to sustain the diverse, dynamic, and interconnected economy of our state.

RisksAn assessment of risks that may compromise AgriLife Research’s progress toward achieving our goals and prevent us from attaining our milestones and deliverables is shown in Table 1. Risks were separately considered for each strategic priority. The Enterprise Risk Matrix (Table 2) that follows the risk assessment outlines our strategy to monitor and mitigate those risks. Milestones and deliverables will be reported each year in the Texas A&M AgriLife Research Research Goals and Impacts Annual Report. This report will serve our internal audience to ensure that appropriate goals and management controls are in place, and it will guide our strategic communications efforts with external audiences in Texas and beyond.


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Table

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Asses

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Red

uctio

n in

app

ropr

iate

d re

sour

ces

8.

Failu

re to

repl

ace/

upgr

ade

agin

g in

frastr

uctu

re

9.

Lack

of

adhe

renc

e to

pol

icie

s, ru

les,

fede

ral a

nd st

ate

regu

latio

ns

and

law

s, or

gra

nt/c

ontr

act

requ

irem

ents

10.

Disa

sters

such

as h

urric

anes

, dr

ough

ts, o

r act

s of

terr

orism

11.

Failu

re to

add

ress

hea

lth a

nd

safe

ty is

sues

in a

tim

ely

man

ner


STR

ATEG

IC P

RIO

RIT

YG

OA

LSM

ILES

TO

NES

AN

D D

ELIV

ERA

BLES

RIS

KS

3.

Enha

nce

agric

ultu

ral

info

rmat

ion

syste

ms a

nd

expa

nd th

eir u

se th

roug

h in

nova

tive

appl

icat

ions

.

3.1.

Li

mit

unce

rtai

nty

in a

gric

ultu

ral

and

natu

ral r

esou

rce

deci

sion

mak

ing.

3.2.

Im

prov

e id

entifi

catio

n of

fe

edba

cks,

thre

shol

ds, a

nd

tran

sitio

ns th

at c

an le

ad to

ch

ange

in so

cial

and

eco

logi

cal

syste

ms.

3.3.

D

evel

op k

now

ledg

e sy

stem

s to

supp

ort a

dapt

atio

n,

tran

sform

atio

n, re

silie

nce,

and

su

stain

abili

ty o

f pl

ant a

nd

anim

al sy

stem

s in

natu

ral,

agric

ultu

ral,

and

urba

n se

tting

s.

3.4.

D

evel

op m

echa

nism

s, fra

mew

orks

, and

tool

s to

leve

rage

big d

ata in

to a

ctio

nabl

e m

anag

emen

t dec

ision

s.

1.

With

in o

ne y

ear,

form

aliz

e a

colla

bora

tive

rela

tions

hip

with

G

EOSA

T a

nd o

ther

indi

vidu

als

and

grou

ps w

ithin

The

Tex

as A

&M

U

nive

rsity

Sys

tem

to g

ain

acce

ss to

hi

gh-p

erfo

rman

ce c

ompu

ting

and

big

data

man

agem

ent s

yste

ms.

2.

With

in th

ree

year

s, es

tabl

ish

colla

bora

tive

rela

tions

hips

with

go

vern

men

t, ac

adem

ic, a

nd p

rivat

e se

ctor

par

tner

s in

Mex

ico

and

Pana

ma

to d

evel

op a

nd im

plem

ent e

arly

w

arni

ng sy

stem

s to

prot

ect a

gain

st th

e ac

cide

ntal

or i

nten

tiona

l int

rodu

ctio

n of

bio

secu

rity

thre

ats t

o Te

xas a

nd th

e U

nite

d St

ates

.

3.

With

in fi

ve y

ears

, dev

elop

and

lice

nse

deci

sion-

supp

ort m

odel

s and

dat

a-m

inin

g ca

paci

ty to

the

priv

ate

sect

or.

1.

The

ft of

inte

llect

ual p

rope

rty

or

tech

nolo

gy

2.

Inad

equa

te IT

supp

ort

3.

Dat

a br

each

resu

lting

in la

rge

expo

sure

of

confi

dent

ial

info

rmat

ion

4.

Red

uctio

n of

ext

erna

l fun

ding

5.

Red

uctio

n in

app

ropr

iate

d re

sour

ces

6.

Failu

re to

repl

ace/

upgr

ade

agin

g in

frastr

uctu

re

7.

Lack

of

adhe

renc

e to

pol

icie

s, ru

les,

fede

ral a

nd st

ate

regu

latio

ns

and

law

s, or

gra

nt/c

ontr

act

requ

irem

ents

8.

Disa

sters

such

as h

urric

anes

, dr

ough

ts, o

r act

s of

terr

orism


STR

ATEG

IC P

RIO

RIT

YG

OA

LSM

ILES

TO

NES

AN

D D

ELIV

ERA

BLES

RIS

KS

4.

Inte

grat

e ba

sic a

nd a

pplie

d re

sear

ch a

t the

nex

us o

f fo

od

and

heal

th.

4.1.

C

ontr

ibut

e to

pub

lic h

ealth

an

d w

ell-b

eing

by

enco

urag

ing

incr

ease

d da

ily in

take

of

fruits

an

d ve

geta

bles

.

4.2.

Id

entif

y ho

w sp

ecifi

c fo

od

com

mod

ities

, ani

mal

s, an

d pa

thog

ens i

n ce

rtai

n lo

catio

ns

conv

ey ri

sks t

o pu

blic

hea

lth,

such

as t

he ri

sks a

risin

g fro

m

the

spre

ad o

f an

tibio

tic-r

esist

ant

bact

eria

.

4.3.

U

nder

stand

the

mec

hani

sms o

f co

ntam

inat

ion

and

tran

smiss

ion

of sp

ecifi

c pa

thog

ens v

ia fo

od.

4.4.

D

evel

op st

rate

gies

to re

duce

th

e ris

k of

food

born

e ill

ness,

ph

ytos

anita

ry is

sues

, and

bi

osec

urity

thre

ats.

1.

With

in o

ne y

ear,

expa

nd a

nd e

nhan

ce

vege

tabl

e-br

eedi

ng c

apac

ity in

Wes

laco

, th

e W

inte

r Gar

den,

and

the

Panh

andl

e of

Tex

as.

2.

With

in th

ree

year

s, es

tabl

ish a

co

llabo

rativ

e re

sear

ch a

nd d

evel

opm

ent

prog

ram

with

a m

ajor

food

reta

iler,

grow

er, o

r pro

cess

or to

lice

nse

and

mar

ket i

mpr

oved

var

ietie

s of

fruits

and

ve

geta

bles

.

3.

With

in fi

ve y

ears

, rel

ease

two

new

ve

geta

ble

varie

ties w

ith su

perio

r re

sista

nce

to a

biot

ic a

nd/o

r bio

tic

stres

s.

1.

The

ft of

inte

llect

ual p

rope

rty

or

tech

nolo

gy

2.

Facu

lty/s

taff/

stude

nt tr

avel

to

high

-risk

cou

ntrie

s and

regi

ons

3.

Failu

re to

adh

ere

to g

uide

lines

in

bios

afet

y, hu

man

-subj

ect r

esea

rch,

or

ani

mal

rese

arch

4.

Lack

of

over

sight

of

labo

rato

ry

chem

ical

s and

inve

ntor

y

5.

Failu

re to

app

ropr

iate

ly m

anag

e ex

port

con

trols

6.

Inad

equa

te IT

supp

ort

7.

Red

uctio

n of

ext

erna

l fun

ding

8.

Red

uctio

n in

app

ropr

iate

d re

sour

ces

9.

Failu

re to

repl

ace/

upgr

ade

agin

g in

frastr

uctu

re

10.

Lack

of

adhe

renc

e to

pol

icie

s, ru

les,

fede

ral a

nd st

ate

regu

latio

ns

and

law

s, or

gra

nt/c

ontr

act

requ

irem

ents

11.

Disa

sters

such

as h

urric

anes

, dr

ough

ts, o

r act

s of

terr

orism

12.

Failu

re to

add

ress

hea

lth a

nd

safe

ty is

sues

in a

tim

ely

man

ner


Ris

k(R

efer

ence

to S

trat

egic

Pl

an)

Impa

ct(H

igh,

M

ediu

m,

Low

)

Like

lihoo

d(H

igh,

M

ediu

m,

Low

)

Mit

igat

ion

Act

ivit

ies

Mon

itor

ing

Act

ivit

ies

Exec

utiv

eM

anag

emen

tR

epor

ting

Pro

cess

Loss

of

inte

llect

ual

prop

erty

and

rela

ted

tech

nolo

gy d

ue to

fo

reig

n eff

orts

to o

btai

n in

form

atio

n ill

egal

ly

Stra

tegi

c Pr

iorit

ies

1,2,

3,4

Hig

hH

igh

• Ed

ucat

e PI

s on

the

met

hods

use

d to

ob

tain

inte

llect

ual p

rope

rty

thro

ugh

illeg

al m

eans

.

• C

oord

inat

e w

ith T

AM

US

Faci

lity

Secu

rity

Offi

cer,

DSS

, FBI

, and

A&

M

Syste

m p

eers

on

com

mon

con

cern

s.

• D

evel

op te

chno

logy

con

trol p

lans

for

iden

tified

inte

llect

ual p

rope

rty

inte

rests

.

• C

ontin

uous

ly

mon

itor s

afeg

uard

ing

mec

hani

sms o

utlin

ed

in te

chno

logy

con

trol

plan

s.

• Q

uart

erly

repo

rts

to M

anag

emen

t by

Com

plia

nce

Offi

cer

• R

eal-t

ime

situa

tiona

l di

scus

sions

with

ex

ecut

ive

man

agem

ent

as n

eede

d

Facu

lty/s

taff/

stude

nt

trav

el to

hig

h-ris

k co

untr

ies a

nd re

gion

s in

crea

ses r

isk o

f vi

olen

ce

or d

iseas

e fo

r tra

vele

rs

Stra

tegi

c Pr

iorit

ies 1

,2,4

Hig

hM

ediu

m•

Esta

blish

and

con

tinua

lly m

onito

r pr

oced

ures

to a

sses

s hig

h-ris

k tr

avel

.

• M

aint

ain

clos

e co

ntac

t with

Sys

tem

R

isk M

anag

emen

t reg

ardi

ng tr

avel

ris

ks a

nd a

lert

s.

• En

sure

that

trav

eler

s fol

low

esta

blish

ed

proc

edur

es fo

r tra

velin

g to

hig

h-ris

k ar

eas.

• R

evie

w w

eekl

y C

oncu

r rep

ort a

s wel

l as

ad-

hoc

repo

rts s

ent v

ia d

epar

tmen

tal

office

s to

iden

tify

high

-risk

trav

eler

s.

• D

evel

op a

nd fo

llow

a tr

avel

inci

dent

re

spon

se p

roto

col.

• R

isk a

nd C

ompl

ianc

e m

onito

rs a

vaila

ble

reso

urce

s for

in

tern

atio

nal t

rave

lers

.

• R

oute

inte

rnat

iona

l tr

avel

requ

ests

to R

isk

and

Com

plia

nce

Offi

ce.

• Q

uart

erly

repo

rts

to m

anag

emen

t by

com

plia

nce

office

r

• In

tern

atio

nal t

rave

l not

ap

prov

ed b

y Sy

stem

R

isk M

anag

emen

t is

rout

ed to

Exe

cutiv

e M

anag

emen

t for

ap

prov

al/d

isapp

rova

l.

Table

2.

Enter

prise

Risk

Matr

ix FY

16-2

0


Ris

k(R

efer

ence

to S

trat

egic

Pl

an)

Impa

ct(H

igh,

M

ediu

m,

Low

)

Like

lihoo

d(H

igh,

M

ediu

m,

Low

)

Mit

igat

ion

Act

ivit

ies

Mon

itor

ing

Act

ivit

ies

Exec

utiv

eM

anag

emen

tR

epor

ting

Pro

cess

Failu

re to

adh

ere

to

guid

elin

es in

bio

safe

ty,

hum

an-su

bjec

t res

earc

h,

or a

nim

al re

sear

ch

incr

ease

s risk

of

inci

dent

ha

rmin

g em

ploy

ees a

nd/

or th

e ag

ency

’s re

sear

ch

prog

ram

.

Stra

tegi

c Pr

iorit

ies 1

,2,4

Med

ium

Med

ium

• M

onito

r Mae

stro

notic

es

for r

esea

rch

that

nee

ds th

e ap

prov

al o

f an

ove

rsig

ht

com

mitt

ee, a

nd c

omm

unic

ate

with

PIs

to h

elp

ensu

re th

at

appr

oval

is o

btai

ned.

• U

se T

AM

U re

sear

ch

com

plia

nce

com

mitt

ees t

o pr

ovid

e pe

er-le

vel r

evie

w o

f re

sear

ch c

ompl

ianc

e iss

ues i

n th

ese

area

s.

• C

ompl

ianc

e sta

ff at

tend

s IBC

, IAC

UC

, an

d A

ACU

C m

eetin

gs

to k

eep

curr

ent o

n pr

oces

ses,

issue

s, or

co

ncer

ns in

this

area

.

• M

onito

ring

of re

quire

d C

ITI t

rain

ing

for

rese

arch

ers

• M

onito

ring

curr

ent

appr

oval

s for

exp

iratio

n da

tes t

o av

oid

non-

com

plia

nce

• Q

uart

erly

repo

rts t

o m

anag

emen

t by

com

plia

nce

office

r

• C

ompl

ianc

e O

ffice

ale

rts

Exec

utiv

e M

anag

emen

t in

real

tim

e ab

out a

ny in

cide

nts

impa

ctin

g th

e ag

ency

.

Lack

of

over

sight

of

labo

rato

ry c

hem

ical

s an

d in

vent

ory

crea

tes

a ha

zard

that

impa

cts

wor

ker s

afet

y an

d th

e ag

ency

’s re

sear

ch

prog

ram

.

Stra

tegi

c Pr

iorit

y 4

Med

ium

Med

ium

• Pe

rform

site

insp

ectio

ns to

m

onito

r lab

safe

ty a

nd fo

llow

up

on

corr

ectiv

e ac

tions

(o

utsid

e of

Bra

zos C

ount

y).

• U

tiliz

e TA

MU

EH

S to

m

onito

r lab

safe

ty o

n ca

mpu

s.

• Es

tabl

ish p

roce

ss fo

r th

e de

com

miss

ioni

ng o

f la

bora

torie

s.

• R

isk a

nd C

ompl

ianc

e O

ffice

revi

ews

• TA

MU

EH

S re

view

s

• Q

uart

erly

repo

rts t

o m

anag

emen

t by

com

plia

nce

office

r

• R

eal-t

ime

disc

ussio

n of

issu

es

by C

ompl

ianc

e O

ffice

with

Ex

ecut

ive

Man

agem

ent a

s ne

eded


Ris

k(R

efer

ence

to S

trat

egic

Pl

an)

Impa

ct(H

igh,

M

ediu

m,

Low

)

Like

lihoo

d(H

igh,

M

ediu

m,

Low

)

Mit

igat

ion

Act

ivit

ies

Mon

itor

ing

Act

ivit

ies

Exec

utiv

eM

anag

emen

tR

epor

ting

Pro

cess

Failu

re to

app

ropr

iate

ly

man

age

expo

rt c

ontro

ls co

uld

resu

lt in

pen

altie

s du

e to

vio

latio

n of

law

/re

gula

tions

.

Stra

tegi

c Pr

iorit

ies 1

,2,4

Hig

hM

ediu

m•

Mai

ntai

n a

proc

ess f

or

man

agin

g an

d m

onito

ring

pote

ntia

l vio

latio

ns o

f ex

port

co

ntro

l reg

ulat

ions

for a

ll bu

sines

s fun

ctio

ns, i

nclu

ding

re

sear

ch, fi

scal

, hum

an

reso

urce

s, pu

rcha

sing,

trav

el,

and

cont

ract

ing.

• Pr

ovid

e fa

ce-to

-face

trai

ning

fo

r em

ploy

ees o

n ex

port

co

ntro

l iss

ues a

nd th

e ag

ency

pr

oces

s to

man

age

them

.

• M

onito

ring

of e

xpor

t co

ntro

ls co

mpl

ianc

e fo

r al

l bus

ines

s pro

cess

es is

ce

ntra

lized

with

in R

isk

and

Com

plia

nce.

• Q

uart

erly

repo

rts t

o m

anag

emen

t by

com

plia

nce

office

r

• R

eal-t

ime

disc

ussio

n of

issu

es

by C

ompl

ianc

e O

ffice

with

Ex

ecut

ive

Man

agem

ent a

s ne

eded

Inad

equa

te In

form

atio

n Te

chno

logy

(IT

) sup

port

aff

ects

agen

cy a

bilit

y to

co

nduc

t bus

ines

s and

re

sear

ch.

Stra

tegi

c Pr

iorit

ies

1,2,

3,4

Hig

hM

ediu

m•

Ade

quat

ely

staff

Agr

iLife

In

form

atio

n Te

chno

logy

(A

IT).

• Im

plem

ent c

entr

aliz

ed IT

su

ppor

t mod

el (p

rogr

am a

nd

finan

cial

).

• U

SER

com

mitt

ee to

ev

alua

te a

dequ

acy

of

supp

ort

• Q

uart

erly

mee

tings

with

di

rect

or o

f A

IT, w

ith re

port

s to

Dire

ctor

’s O

ffice

Dat

a br

each

resu

lts

in la

rge

expo

sure

of

confi

dent

ial i

nfor

mat

ion.

Stra

tegi

c Pr

iorit

y 3

Hig

hM

ediu

m•

Adh

ere

to v

ario

us se

curit

y re

gula

tions

.

• C

ondu

ct in

tern

al a

nd e

xter

nal

IT a

udits

.

• A

griL

ife In

form

atio

n Te

chno

logy

syste

m

arch

itect

ure

and

testi

ng

• IS

O m

onito

ring

of

secu

rity-

rela

ted

data

• M

anag

emen

t Rev

iew

Te

am IT

revi

ews

• Ex

tern

al re

view

s

• M

anag

emen

t Rev

iew

Tea

m

repo

rts

• Ex

tern

al re

port

s to

Dire

ctor

’s O

ffice


Ris

k(R

efer

ence

to S

trat

egic

Pl

an)

Impa

ct(H

igh,

M

ediu

m,

Low

)

Like

lihoo

d(H

igh,

M

ediu

m,

Low

)

Mit

igat

ion

Act

ivit

ies

Mon

itor

ing

Act

ivit

ies

Exec

utiv

eM

anag

emen

tR

epor

ting

Pro

cess

Red

uctio

n of

ext

erna

l fu

ndin

g aff

ects

abili

ty to

fu

lfill

obje

ctiv

es.

Stra

tegi

c Pr

iorit

ies

1,2,

3,4

Hig

hM

ediu

m•

Mai

ntai

n cl

ose

coop

erat

ion

with

the

state

and

fede

ral G

R

team

s.

• M

aint

ain

corp

orat

e ag

reem

ents.

• M

aint

ain

adeq

uate

staffi

ng

of O

SRS,

opt

imiz

ing

man

agem

ent.

• H

ire a

nd re

tain

the

best

scie

ntist

s.

• A

dditi

onal

inve

stmen

t in

Cor

pora

te R

elat

ions

Tea

m

and

Borla

ug In

stitu

te h

as

resu

lted

in si

gnifi

cant

incr

ease

in

fund

ing.

• C

ontr

acts

and

gran

ts re

port

s

• Fe

dera

l upd

ates

• In

tera

ctio

ns w

ith G

R

team

s

• M

onth

ly c

ontr

acts

and

gran

ts re

port

s

• A

sses

smen

ts fro

m so

urce

s in

Was

hing

ton,

D.C

., an

d A

ustin

to

Dire

ctor

s Offi

ce, a

nd

mai

nten

ance

of

corp

orat

e re

latio

nshi

ps

Dam

age

from

redu

ctio

n in

app

ropr

iate

d so

urce

s du

e to

pro

long

ed

rece

ssio

n re

duce

s abi

lity

to a

ccom

plish

age

ncy

obje

ctiv

es.

Stra

tegi

c Pr

iorit

ies

1,2,

3,4

Hig

hM

ediu

m•

Rea

lloca

te re

sour

ces.

• D

owns

ize

oper

atio

ns.

• In

crea

se e

xter

nal f

undi

ng b

y hi

ring

gran

t writ

ers.

• Sy

stem

Tre

asur

y O

ffice

• M

eetin

gs w

ith G

R

team

s

• M

onth

ly fi

scal

upd

ates

• C

ash

conc

entr

atio

n po

ol

repo

rts f

rom

TA

MU

S Tr

easu

ry

• G

R te

am re

port

s


Ris

k(R

efer

ence

to S

trat

egic

Pl

an)

Impa

ct(H

igh,

M

ediu

m,

Low

)

Like

lihoo

d(H

igh,

M

ediu

m,

Low

)

Mit

igat

ion

Act

ivit

ies

Mon

itor

ing

Act

ivit

ies

Exec

utiv

eM

anag

emen

tR

epor

ting

Pro

cess

Failu

re to

repl

ace/

upgr

ade

agin

g in

frastr

uctu

re c

reat

es

a fin

anci

al d

rain

on

indi

vidu

al fa

culty

be

caus

e do

llars

ded

icat

ed

to re

sear

ch m

ust b

e sp

ent

on in

frastr

uctu

re.

Stra

tegi

c Pr

iorit

ies

1,2,

3,4

Med

ium

Med

ium

• R

eallo

cate

reso

urce

s.

• D

owns

ize

oper

atio

ns.

• In

crea

se e

xter

nal f

undi

ng.

• In

vest

in c

ore

faci

litie

s for

ge

nom

ic se

quen

cing

and

bi

oinf

orm

atic

s.

• R

evie

w o

f an

nual

de

ferr

ed m

aint

enan

ce

plan

• A

nnua

l def

erre

d m

aint

enan

ce

plan

• M

onth

ly fi

scal

upd

ates

de

taili

ng in

frastr

uctu

re

allo

catio

ns a

nd re

serv

es

Lack

of

adhe

renc

e to

ag

ency

and

TA

MU

S po

licie

s and

fede

ral o

r sta

te ru

les,

or la

ck o

f kn

owle

dge

of a

ppro

pria

te

rule

s and

regu

latio

ns,

caus

es p

enal

ties o

r re

duce

s abi

lity

to c

ondu

ct

rese

arch

.

Stra

tegi

c Pr

iorit

ies

1,2,

3,4

Med

ium

Med

ium

• In

form

em

ploy

ees o

f in

tern

al

polic

ies v

ia w

ebsit

e.

• C

ondu

ct e

mpl

oyee

trai

ning

in

app

ropr

iate

are

as, w

ith

cont

inui

ng tr

aini

ng a

s re

quire

d.

• R

isk C

ompl

ianc

e O

ffice

pr

ovid

es tr

aini

ng a

ssist

ance

an

d m

onito

ring

of k

ey

com

plia

nce

area

s.

• M

anag

emen

t rev

iew

s

• In

tern

al a

udits

• D

isbur

sem

ents

revi

ews

• R

evie

w o

f tr

aini

ng

reco

rds

• TA

MU

Sys

tem

inte

rnal

aud

it re

port

s

• In

tern

al M

anag

emen

t Rev

iew

Te

am re

port

s

• Q

uart

erly

mee

tings

bet

wee

n C

ompl

ianc

e O

ffice

r and

Ex

ecut

ive

Man

agem

ent

Nat

ural

or o

ther

disa

sters

su

ch a

s hur

rican

es,

drou

ghts,

or a

cts o

f te

rror

ism c

ause

age

ncy

oper

atio

ns to

be

serio

usly

im

paire

d.

Stra

tegi

c Pr

iorit

ies

1,2,

3,4

Med

ium

Med

ium

• Fo

llow

em

erge

ncy

man

agem

ent p

lan.

• R

eallo

cate

reso

urce

s.

• U

se c

ontin

genc

y fu

nds (

PUF)

, in

sura

nce

thro

ugh

TAM

US,

or

cro

p/pa

sture

insu

ranc

e.

• En

gine

erin

g O

ffice

• A

IT

• H

ealth

and

Saf

ety

Offi

ce

• R

epor

ts fro

m E

ngin

eerin

g,

AIT

, Sta

te E

mer

genc

y O

ffice

, an

d H

ealth

and

Saf

ety

Offi

ce

as n

eede

d


Ris

k(R

efer

ence

to S

trat

egic

Pl

an)

Impa

ct(H

igh,

M

ediu

m,

Low

)

Like

lihoo

d(H

igh,

M

ediu

m,

Low

)

Mit

igat

ion

Act

ivit

ies

Mon

itor

ing

Act

ivit

ies

Exec

utiv

eM

anag

emen

tR

epor

ting

Pro

cess

Failu

re to

reco

gniz

e an

d ad

dres

s hea

lth a

nd sa

fety

iss

ues i

n a

timel

y m

anne

r re

sults

in h

arm

to st

aff o

r pu

blic

.

Stra

tegi

c Pr

iorit

ies 1

,2,4

Med

ium

Med

ium

• In

form

em

ploy

ees o

f in

tern

al

polic

ies v

ia w

ebsit

e.

• C

ondu

ct e

mpl

oyee

trai

ning

in

app

ropr

iate

are

as, w

ith

cont

inui

ng tr

aini

ng a

s re

quire

d.

• TA

MU

and

TA

MU

S co

ordi

nate

effo

rts.

• M

anag

emen

t rev

iew

s

• R

evie

ws b

y co

mpl

ianc

e offi

ces

• In

tern

al M

anag

emen

t Rev

iew

Te

am re

port

s

• R

epor

ts fro

m T

AM

U a

nd

Agr

iLife

com

plia

nce

office

s

Stra

tegic

Prior

ities

1.

Ach

ieve

resil

ienc

e in

food

, fibe

r, an

d ec

olog

ical

syste

ms t

hrou

gh a

dapt

ive

strat

egie

s.2.

D

etec

t, m

onito

r, an

d m

itiga

te in

sect

vec

tor–

born

e di

seas

es a

nd in

vasiv

e sp

ecie

s.3.

En

hanc

e ag

ricul

tura

l inf

orm

atio

n sy

stem

s and

exp

and

thei

r use

thro

ugh

inno

vativ

e ap

plic

atio

ns.

4.

Inte

grat

e ba

sic a

nd a

pplie

d re

sear

ch a

t the

nex

us o

f fo

od a

nd h

ealth

.

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Strategic Priorities FY16-20 · 1.2. Accelerate genetic progress in crops and livestock through...

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Transcript of Strategic Priorities FY16-20 · 1.2. Accelerate genetic progress in crops and livestock through...