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CAES Strategic Planning 2020

CAES Strategic Planning 2020. Dr. Scott Angle Dean & Director. College of Agricultural & Environmental Sciences. CAES Strategic Planning Committee. Sammy Aggrey, Poultry Science Ellen Bauske, Center for Urban Ag John Beasley, Crop & Soil Sciences Jean Bertrand, Academic Affairs

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CAES Strategic Planning 2020

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  1. CAES Strategic Planning 2020

  2. Dr. Scott AngleDean & Director College of Agricultural & Environmental Sciences

  3. 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 April Sorrow, Communication & Tech Michael Strand, Entomology Kari Turner, Animal & Dairy Science

  4. 2020 Strategic Plan Presentation FALL 2012

  5. Questions that guided Strategic Plan • Trends and forces that could affect the mission of CAES in 10 years • Areas of strengths • Areas that need improvement • The ideal College of Agricultural and Environmental Sciences in 2020 2020 Strategic Plan |UGA College of Agricultural and Environmental Sciences

  6. Input 1,007 Total 2020 Strategic Plan |UGA College of Agricultural and Environmental Sciences

  7. 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

  8. 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

  9. Trends and Factors of Influence 2020 Strategic Plan |UGA College of Agricultural and Environmental Sciences

  10. Changing Demographics – Rural vs. Urban 19% rural, 82% urban 84% rural, 16% urban 2020 Strategic Plan |UGA College of Agricultural and Environmental Sciences

  11. Decreased traditional sources of revenue, increased reliance on grants and gifts State Budget Xx% Assista-ntships Xx%

  12. 2020 Strategic Plan |UGA College of Agricultural and Environmental Sciences

  13. CAES Revenue Sources 2020 Strategic Plan |UGA College of Agricultural and Environmental Sciences

  14. Environmental issues – real and perceived 2020 Strategic Plan |UGA College of Agricultural and Environmental Sciences

  15. Increasing health issues • Obesity • Nutrition • Diet • Food Safety 2020 Strategic Plan |UGA College of Agricultural and Environmental Sciences

  16. Growing Use of Technology 2020 Strategic Plan |UGA College of Agricultural and Environmental Sciences

  17. Increasing Interest in FoodEspecially local, sustainable and organic 2020 Strategic Plan |UGA College of Agricultural and Environmental Sciences

  18. Increasing world population and demand for food 2020 Strategic Plan |UGA College of Agricultural and Environmental Sciences

  19. Contd. Trends and Factors • Economic globalization and the internationalization of research and education 2020 Strategic Plan |UGA College of Agricultural and Environmental Sciences

  20. Contd. Trends and Factors • Society’s misconception of agriculture and decreasedappreciation of its value to society 2020 Strategic Plan |UGA College of Agricultural and Environmental Sciences

  21. Increasing competition for resources essential for agricultural production 2020 Strategic Plan |UGA College of Agricultural and Environmental Sciences

  22. Decreasing number of CAES employees and increasing need for high trained graduates CAES supplying only55% of job need in Georgia 2020 Strategic Plan |UGA College of Agricultural and Environmental Sciences

  23. Contd. Trends and Factors • Increasing emphasis on interdisciplinary/multi-investigator research teams • Increasing demand for interdepartmental collaboration and employees • “Universities have departments; society has problems.” 2020 Strategic Plan |UGA College of Agricultural and Environmental Sciences

  24. 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 FoundationalStrengths CAES strengths that are highly valued Must be maintained at high level 2020 Strategic Plan |UGA College of Agricultural and Environmental Sciences

  25. 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 FoundationalStrengths CAES strengths that are highly valued Must be maintained at high level 2020 Strategic Plan |UGA College of Agricultural and Environmental Sciences

  26. Foundational Strengths Maintain Foundational Strengths PLUS achieve Strengthening Goals Strength of CAES Maintain Foundational Strengths Discontinue Foundational Strengths 2020 2020 Strategic Plan |UGA College of Agricultural and Environmental Sciences

  27. 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 Mission Based Items Strengthening Goals Areas where improvements need to be made to get to the ideal CAES of 2020. Management Based Items 2020 Strategic Plan |UGA College of Agricultural and Environmental Sciences

  28. 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

  29. Action Team 1 – CAES educational programs will be at forefront of all land-grant institutions Strategy: Undergraduate, masters and doctoral programs will be rigorous, relevant, effective and in high demand 2020 Strategic Plan |UGA College of Agricultural and Environmental Sciences

  30. Action Team 1 2020 Strategic Plan |UGA College of Agricultural and Environmental Sciences

  31. 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 state trategy: Programs will attend to emerging needs of a growing urban population as well as address the changing demographics of the state Strategy: Supplement continued support of traditional stakeholders with emerging technologies for greater speed of delivery and accessibility to a diversity of Georgians 2020 Strategic Plan |UGA College of Agricultural and Environmental Sciences

  32. Action Team 2 2020 Strategic Plan |UGA College of Agricultural and Environmental Sciences

  33. Action Team 3– Address focus areas 1) food, health, wellness; 2) breeding and genetics; 3)environmental stewardship; and 4) sustainable food production systems Strategy: CAES will have an organizational framework centered on these focus areas 2020 Strategic Plan |UGA College of Agricultural and Environmental Sciences

  34. Action Team 3 2020 Strategic Plan |UGA College of Agricultural and Environmental Sciences

  35. Action Team 4– CAES will have strong, well-supported and balanced basic and applied research programs 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 2020 Strategic Plan |UGA College of Agricultural and Environmental Sciences

  36. Action Team 4 2020 Strategic Plan |UGA College of Agricultural and Environmental Sciences

  37. Action Team 5 – CAES will have the most productive, innovative and respected faculty and staff workforce in the land-grant system 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 2020 Strategic Plan |UGA College of Agricultural and Environmental Sciences

  38. Action Team 5 2020 Strategic Plan |UGA College of Agricultural and Environmental Sciences

  39. Action Team 6 – CAES will maintain current funding, expanding existing sources and search for a diversity of new funding sources 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 2020 Strategic Plan |UGA College of Agricultural and Environmental Sciences

  40. Action Team 6 2020 Strategic Plan |UGA College of Agricultural and Environmental Sciences

  41. Action Team 7– CAES will ensure understanding and appreciation of the value of our programs within our organization and by the public 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 2020 Strategic Plan |UGA College of Agricultural and Environmental Sciences

  42. Action Team 7 2020 Strategic Plan |UGA College of Agricultural and Environmental Sciences

  43. 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

  44. 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

  45. Resources • CAES Strategic Planning Web Site http://caesplan.caes.uga.edu • Sky Drive • Listservs

  46. 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

  47. CAES Strategic Planning 2020

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