CAES Strategic Planning 2020

CAES Strategic Planning 2020

Dr. Scott AngleDean & Director

College of Agricultural & Environmental Sciences

CAES Strategic Planning Committee

Sammy Aggrey, Poultry ScienceEllen Bauske, Center for Urban AgJohn Beasley, Crop & Soil SciencesJean Bertrand, Academic AffairsMelanie Biersmith, 4-H YouthJennifer Cannon, Center for Food SafetyStacey Ellison, Houston County ExtDebbie Gausvik, Ag. Business OfficeTyler Harper, B&AE AlumniMark Harrison, Food Science and TechRay Hicks, Screven County Ext

Laura Perry Johnson, SW District Brian Jordan, Poultry ScienceBob Kemerait, Plant PathologyMaria Navarro, ALECOctavio Ramirez, Ag & Applied EconMark Risse, Bio & Ag EngineeringKim Siebert, Clayton County ExtTim Smalley, HorticultureApril Sorrow, Communication & TechMichael Strand, EntomologyKari Turner, Animal & Dairy Science

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

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+ Input

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.


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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


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+Trends and Factors of Influence


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+Changing Demographics – Rural vs. Urban


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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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13CAES Revenue Sources

+Environmental issues –

real and perceived


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+Increasing health issues

ObesityNutritionDiet Food Safety


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+Growing Use of Technology


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+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


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

+Action Team 1

Tim Smalley (co-chair)Mike Azain (co-chair)Robert BecksteadJeff DorfmanBill KerrElizabeth LittleJoe McHughJill RuckerJanet SylviaGeorge VellidisBob Westerfield


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

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


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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

+Action Team 2

Kim Siebert (co-chair)Todd Hurt (co-chair)Lori Purcell BledsoeChrista CampbellDennis HancockRay HicksLiz KramerDean PringlePaul PuglieseAmanda SmithTravis Zetterower


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


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

+Action Team 3

Jennifer Cannon (co-chair)Dan Horton (co-chair)Cliff BaileMelanie BiersmithDenise EversonJulia GaskinGail HanulaWayne ParrottRomdhane RekayaMark RisseCasey Ritz


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


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

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

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

+Action Team 4

Mark Harrison (co-chair)

Jeff Jordan (co-chair)

Stanley Culpepper

Keith Delaplane

Scott Jackson

Andrew Paterson

Alfredo Martinez-Espinoza

Peggy Ozias-Akin

Scott Russell

Brian Tankersley

Franklin West2020 Strategic Plan | UGA College of Agricultural and Environmental Sciences

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


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

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

Strategy: CAES will retain high performing faculty and staff

+Action Team 5

Bob Kemerait (co-chair)Steve Gibson (co-chair)Adam DavisStacey EllisonDebbie GausvikPatrick McCulloughOctavio RamirezAmy SavelleMarcie SimpsonDan SuiterRon Walcott


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


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

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

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

+Action Team 6

Harald Scherm (co-chair)Mary Ann Parson (co-chair)Ellen BauskeCraig KvienCasey MullGreg PriceKim RutlandSteve SticeRochelle StricklandMichael ToewsRon PeggLaura Waters


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


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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

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

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

+Action Team 7

John Beasley (co-chair)Ward Black (co-chair)Judy AshleyKris BramanMenia ChesterJeff ChristieSharon DowdyNancy HinkleJason PeakeAngela RowellClint WaltzFaith Pepper


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Action Team Charge

• Develop a plan to accomplish the goal• Review the existing data• Determine baseline and set benchmarks• Develop new Action Items if necessary• Develop a timeline for implementation

Timeline for Reporting• Fall 2012 – Develop a Plan and Timeline

• Winter 2013 – Baseline Data and Benchmarks set

• Spring 2013 – Work on Actions and Strategies

• July 2013 – Strategic Planning Action Team Symposium

Resources

• CAES Strategic Planning Web Sitehttp://caesplan.caes.uga.edu

• Sky Drive• Listservs

http://caesplan.caes.uga.edu/

Breakout Rooms• Action Team 1 – Room A• Action Team 2 – Room B• Action Team 3 – Room C• Action Team 4 – Room D• Action Team 5 – Room E• Action Team 6 – Room VW• Action Team 7 – Room YZ

CAES Strategic Planning 2020

CAES Strategic Planning 2020

Documents

strategic plantrends

food science

food safetystacey ellison

demographics rural

clayton county exttim

bio ag engineeringkim

mission of caesto

poultry sciencebob kemerait