Agricultural Economics at TAMU: Shared Vision and Administrative Philosophy Mark Waller

1. Agricultural Economics at TAMU: Shared Vision and Administrative Philosophy Mark Waller Prof. and Assoc. Dept. Head - Extension May 24, 2012

2. Outline • Texas A&M and the Land Grant Mission, and Department of Agricultural Economics • Vision and Recent Reviews • Vision and Administrative Philosophy • Funding and our Future • My Qualifications

3. Texas A&M, the Land Grant Mission, and Department of Agricultural Economics • Purpose of the land grant system • In 1862, passage of the Morrill Act laid the groundwork for the democratization of public higher education • Grew out of our industrialized societies’ increasingly complex problems, deficiencies and demands • As critically important today as it has ever been • Major sponsoring legislation • Morrill Act (Teaching) • Hatch Act (Research) • Smith Lever Act (Extension)

4. Texas A&M, the Land Grant Mission, and Department of Agricultural Economics

5. Texas A&M, the Land Grant Mission, and Department of Agricultural Economics • Mission of the land grant system • In 1862, passage of the Morrill Act laid the groundwork for the democratization of public higher education • Grew out of our industrialized societies’ increasingly complex problems, deficiencies and demands • As critically important today as it has ever been • Major sponsoring legislation • Morrill Act (Teaching) • Hatch Act (Research) • Smith Lever Act (Extension)

6. Texas A&M, the Land Grant Mission, and Department of Agricultural Economics • The University’s mission of excellence • Vision 2020: Creating a Culture of Excellence-Serving the Public Good • Be one of the 10 best public universities in the nation by 2020 • Be an invaluable resource to the state, nation and the world • College of Agriculture and Life Sciences 2010-2015 Strategic Plan • Elevate our faculty (teaching, research, scholarship) • Strengthen graduate programs • Enhance the undergraduate experience • Build engaging connections beyond the University

7. Texas A&M, the Land Grant Mission, and Department of Agricultural Economics • Department of Agricultural Economics • The department’s stated vision, mission, and goals are well aligned with the land-grant mission • Desire to attain a top 10 ranking matches well with the universities vision • We question how good we are • We are good, but there is room for improvement • How do we measure our relative position and progress • We may be better than we think we are • We, as a department, must decide what we want to be in the future • Our Department and our profession’s history would suggest this is not uncommon

8. Vision and Recent Reviews • We have a large undergraduate program • Nationally recognized for its size and quality • Strong agricultural economics and agribusiness degrees • Nationally recognized teaching faculty • Many classes taught by faculty • Highly regarded advising program • Clubs, competition, travel and study abroad opportunities • Things to consider • Can we maintain quality at this size • Graduate student teaching opportunities • Targeted opportunities such as Action 2015: Education First • High Impact Learning • Advising Support

9. Vision and Recent Reviews • We have a large graduate program • Nationally recognized for its size at the MS and PhD levels • Strong agricultural economics and agribusiness Masters degrees • Nationally recognized Graduate faculty • Things to consider • Can we have the quality we want at this size • Graduate student advising, funding, publication output, job placement, and degree completion times

10. Vision and Recent Reviews • The department is considered strong overall • One of the larger agricultural economics departments in the US • Highly respected senior faculty, promising junior faculty • Relationship with the business school, Intercollegiate Faculty of Agribusiness • Strong undergraduate and masters programs • Nationally respected Extension program • Things to consider • Funding challenges • Current and future faculty turnover • PhD program issues • Department’s future direction and priorities

11. Vision and Administrative Philosophy • Leadership through service to faculty, staff, students, and clientele to achieve the stated vision and priorities of the Department, College, Agencies, and University community • Encourage input from faculty, staff, and students about a shared vision, goals and process for achieving them • Build a professional that is environment conducive to teamwork and respect, where all stakeholders can be heard, and their opinions and contributions are valued • Everybody matters (Faculty, Staff, Students)

12. Vision and Administrative Philosophy • Build a reputation and expectation of clear communication, transparency, consistency, and equity across the department • Advocate for the department across the University, the agricultural economics profession, the former students, extension clientele, and commodity and industry leaders • We should not keep our good work and outcomes a secret!! • Submission and recognitions of Awards for faculty, former students, etc. • Reports to administration, press releases, etc.

13. Vision and Administrative Philosophy • We have an effective administrative and committee structure that can be used to delegate duties • A department this large requires delegation of duties • A-Team (Associate Department Heads, leader of research, chair of intercollegiate faculty) • System of approximately 21 committees • Continue rotation of personnel on committees to share duties/opportunities • Some restructuring may be needed

14. Vision and Administrative Philosophy • We hire top quality professional faculty that need to be given a degree of flexibility in research, teaching, and extension program development • Departmental needs must be covered • Teaching assignments • Extension and research programmatic areas • Flexibility is needed for faculty to develop their full potential and build on their strengths

15. Funding and Our Future • The Department has a strong history of Centers providing a focus for Research/Extension and industry interactions • Mission and focus of Centers continues to evolve with changing departmental and clientele needs • Changing structure of funding • Importance to the graduate program • Research experience, industry contacts, publication opportunities

16. Funding and Our Future • Endowed Chairs • Can we expand the number in our Department • Learn from our past attempts, and from other successful Departments and Universities • Is there an incentive system that might help

17. Funding and Our Future • The need for external funding will continue to increase as traditional sources remain flat or decline in the near future • Need increased cooperation across the department’s faculty and with interdisciplinary and multi institution groups, to pursue larger multi-year grants such as NIFA/AFRI • Help faculty to develop/increase longer-term funding relationships with industry, commodity organizations, and other entities that need analytical services • Maintain contact and relationships with former students and clientele through various forms of communication, recognition/award opportunities, and other activities • Work with the Development Foundation to build a network of former students, clientele, former faculty, and other potential donors

18. My Qualifications • Over 17 years as Extension Economist-Grain Marketing and Policy • Participation in development of award-winning Extension programs • Teamwork, and commitment required to build high-quality enduring programs • Secure grants and contracts, and build industry relationships • Evaluation of programs and report results to funders, administrators, legislators

19. My Qualifications • Over 7 years as Associate Department Head-Extension • Served as a member of the department’s Administrative Team • Provided administrative supervision for the Agricultural Economics Extension Program Unit, with oversight and approval of the Department Head • Prioritizing positions/hires • Management of the Extension budget • Oversight of grant and contract activity within the Extension unit • Conduct annual performance evaluations of professorial rank Extension faculty with the Department Head • Conduct on annual performance evaluations of Program Specialists and selected staff • Coordination of monthly and annual planning conferences • Coordination/oversight of monthly reporting, quarterly highlights reporting, Extension Strategic Plan revision and reporting • Participate with the Department Head in the department’s annual review with the Dean and Directors