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
3
Face-to-Face
262
Online
93
227
77
58
166
68
1,007 Total
2020 Strategic Plan | UGA College of Agricultural and Environmental Sciences
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23
+ 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
5
CAES will be known for leading the nation in:
and integrated research, teaching and
extension programs
 Excellent
 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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6
Trends and Factors of Influence
2020 Strategic Plan | UGA College of Agricultural and Environmental Sciences
Changing Demographics – Rural vs. Urban
+
7
10,000,000
19% rural, 82% urban
9,000,000
Population of Georgia
8,000,000
7,000,000
6,000,000
5,000,000
84% rural, 16% urban
4,000,000
3,000,000
2,000,000
1,000,000
0
Rural Population
Urban Population
1900
1910
1920
1930
1940
1950
1960
1970
1980
1990
2000
2010
1,869,949 2,070,471 2,167,973 2,013,014 2,049,915 1,885,131 1,762,880 1,821,501 2,054,024 2,380,339 2,322,290 1,839,995
346,382
538,650
727,859
895,492 1,073,808 1,559,447 2,180,236 2,768,074 3,409,081 4,097,339 5,864,163 7,847,658
2020 Strategic Plan | UGA College of Agricultural and Environmental Sciences
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8
Decreased traditional sources of
revenue, increased reliance on grants
and gifts
CAES Total Revenue
$200,000,000
State
Budget
$180,000,000
Xx%
$140,000,000
$160,000,000
$120,000,000
$100,000,000
$80,000,000
Assistantships
$60,000,000
$40,000,000
Xx%
$20,000,000
$-
FY00
FY01
FY02
FY03
FY04
FY05
Research
FY06
FY07
FY08
Extension
FY09
FY10
FY11
Instruction
FY12
9
CAES Total Revenue, Adjusted for 3% Annual Inflation, FY00
Baseline
$200,000,000
$180,000,000
$160,000,000
$140,000,000
$120,000,000
$100,000,000
$80,000,000
$60,000,000
$40,000,000
$20,000,000
$FY00
FY01
FY02
FY03
FY04
FY05
FY06
FY07
Total Revenue
Adjusted for Inflation
2020 Strategic Plan | UGA College of Agricultural and Environmental Sciences
FY08
FY09
FY10
FY11
FY12
CAES Revenue Sources
10
100%
90%
Other Sources
80%
Development
70%
60%
Sales and
Services
50%
Indirect Cost
Recoveries
40%
Gifts, Grants,
and Contracts
30%
Local
Appropriations
20%
State
Appropriations
10%
Federal
Appropriations
0%
FY01
FY02
FY03
FY04
FY05
FY06
FY07
FY08
2020 Strategic Plan | UGA College of Agricultural and Environmental Sciences
FY09
FY10
FY11
FY12
+
11
Environmental issues –
real and perceived
2020 Strategic Plan | UGA College of Agricultural and Environmental Sciences
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12
Increasing health issues
Obesity
Nutrition
Diet
Food
Safety
2020 Strategic Plan | UGA College of Agricultural and Environmental Sciences
+
13
Growing Use of Technology
2020 Strategic Plan | UGA College of Agricultural and Environmental Sciences
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14
Increasing Interest in Food
Especially local, sustainable and organic
2020 Strategic Plan | UGA College of Agricultural and Environmental Sciences
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15
Increasing world population and
demand for food
2020 Strategic Plan | UGA College of Agricultural and Environmental Sciences
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16
Contd. Trends
and Factors
 Economic
globalization
and the
internationaliz
ation of research
and education
2020 Strategic Plan | UGA College of Agricultural and Environmental Sciences
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17
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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18
Increasing competition for
resources essential for agricultural
production
2020 Strategic Plan | UGA College of Agricultural and Environmental Sciences
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19
Decreasing number of CAES
employees and increasing need for
high trained graduates

CAES supplying only
55% of job need in Georgia
2020 Strategic Plan | UGA College of Agricultural and Environmental Sciences
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20
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
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Foundational
Strengths
CAES strengths that are
highly valued
 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
Must be maintained at high level
2020 Strategic Plan | UGA College of Agricultural and Environmental Sciences
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Foundational
Strengths
 Extension
 Excellent
4-H program
 County-based program
delivery system
 Support
CAES strengths that are
highly valued
 Tradition
of strong
legislative and industry
support
 Loyal alumni
 Strong record of grants,
gifts, revenue from
intellectual property
Must be maintained at high level
2020 Strategic Plan | UGA College of Agricultural and Environmental Sciences
+ Foundational Strengths
23
Strength
of CAES
Maintain Foundational Strengths
2020
2020 Strategic Plan | UGA College of Agricultural and Environmental Sciences
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Strengthening
Goals
Areas where
improvements need to be
made to get to the ideal
CAES of 2020.
Mission Based Items

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
Management Based Items

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
2020 Strategic Plan | UGA College of Agricultural and Environmental Sciences
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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
+ Action Team 1 – CAES educational programs will be
at forefront of all land-grant institutions
Preliminary Actions
Strategy: Undergraduate, masters and doctoral programs will be rigorous,
relevant, effective and in high demand

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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+ Action Team 2 – CAES research and extension
programs will be accessible to all segments of the
population in Georgia
Preliminary Actions
Strategy: Supplement continued support of traditional stakeholders with
emerging technologies for greater speed of delivery and accessibility to a
diversity of Georgians

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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+ Action Team 2 – CAES research and extension
programs will be accessible to all segments of the
population in Georgia
Preliminary Actions
Strategy: Programs will attend to emerging needs of a growing urban
population as well as address the changing demographics of the state

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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+ Action Team 2 – CAES research and extension
29
programs will be accessible and applicable to all
segments of the population in Georgia
Preliminary Actions
Strategy: Extension programs will be vital, dynamic and engaged at county
level

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
+ Action Team 3 – Address focus areas 1) food, health,
wellness; 2) breeding and genetics; 3)environmental
stewardship; and 4) sustainable food production systems
Preliminary Actions
Strategy: CAES will have an organizational framework centered on these
focus areas

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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+ Action Team 3 – Address focus areas 1) food, health,
wellness, 2) breeding and genetics, 3)environmental
stewardship, and 4) sustainable food production systems
Preliminary Actions
Strategy: CAES will maintain focus area framework with financial and staff
support

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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+ Action Team 3 – Address focus areas 1) food, health,
32
wellness, 2) breeding and genetics, 3)environmental
stewardship, and 4) sustainable food production systems
Strategy: CAES will ensure the focus areas to evolve to remain relevant
Preliminary Actions

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
Communication
Evaluation
Adjustments
+ Action Team 4 – CAES will have strong, well-supported
and balanced basic and applied research programs
Preliminary Actions
Strategy: Departments will possess a core of nationally prominent
research faculty contributing to relevant focus areas

Departments will be assessed to identify significant areas of need

Prioritize future hires and support to address deficiencies
Strategy: CAES will determine and identify the most effective funding
model to support building basic and applied research programs.


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.
2020 Strategic Plan | UGA College of Agricultural and Environmental Sciences
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+ Action Team 4 – CAES will have strong, well-supported
and balanced basic and applied research programs
Preliminary Actions
Strategy: CAES will have collaborative relationships between basic
and applied scientists

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
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
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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
Preliminary Actions
Strategy: CAES will foster an environment that promotes excellence
among faculty and staff

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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+ Action Team 5 – CAES will have the most productive,
innovative and respected faculty and staff workforce in
the land-grant system
Preliminary Actions
Strategy: CAES will have the most effective program in the nation for
recruiting diverse and outstanding faculty and staff

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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+ Action Team 5 – CAES will have the most productive,
innovative and respected faculty and staff workforce in
the land-grant system
Preliminary Actions
Strategy: CAES will retain high performing faculty and staff

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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+ Action Team 6 – CAES will maintain current funding,
expanding existing sources and search for a diversity of
new funding sources
Preliminary Actions
Strategy: Increase the number of faculty who are proficient and
successful in obtaining grants

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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+ Action Team 6 – CAES will maintain current funding,
expanding existing sources and search for a diversity of
new funding sources
Preliminary Actions
Strategy: Faculty will have increased availability to external funddevelopment resources

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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+ Action Team 6 – CAES will maintain current funding,
expanding existing sources and search for a diversity of
new funding sources
Preliminary Actions
Strategy: External and internal partnerships will increase funding
opportunities from grants, contracts, donations, sponsorships and other
forms of support

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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+ Action Team 7 – CAES will ensure understanding and
appreciation of the value of our programs within our
organization and by the public
Preliminary Actions
Strategy: CAES faculty and staff will have knowledge of initiatives in
various program area and will collaborate with personnel across CAES
disciplines

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
Extension
Research
Teaching
41
+ Action Team 7 – CAES will ensure understanding and
appreciation of the value of our programs within our
organization and by the public
Preliminary Actions
Strategy: UGA faculty, staff and students will understand and value CAES
programs

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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+ Action Team 7 – CAES will ensure understanding and
appreciation of the value of our programs within our
organization and by the public
Preliminary Actions
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

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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+
44
Important Dates
Campus
Presentations
 Aug. 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
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CAES Strategic Planning Committee
Sammy Aggrey, Poultry Science
Laura Perry Johnson, SW District
Ellen Bauske, Center for Urban Ag
Brian Jordan, Poultry Science
John Beasley, Crop & Soil Sciences
Bob Kemerait, Plant Pathology
Jean Bertrand, Academic Affairs
Maria Navarro, ALEC
Melanie Biersmith, 4-H Youth
Octavio Ramirez, Ag & Applied Econ
Jennifer Cannon, Center for Food Safety
Mark Risse, Bio & Ag Engineering
Stacey Ellison, Houston County Ext
Kim Siebert, Clayton County Ext
Debbie Gausvik, Ag. Business Office
Tim Smalley, Horticulture
Tyler Harper, B&AE Alumni
Sharon Dowdy, Communication & Tech
Mark Harrison, Food Science and Tech
Michael Strand, Entomology
Ray Hicks, Screven County Ext
Kari Turner, Animal & Dairy Science
2020 Strategic Plan | UGA College of Agricultural and Environmental Sciences
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+
College of Agricultural and Environmental Sciences
101 Conner Hall
Athens, Georgia 30606
www.caes.uga.edu
2020 Strategic Plan | UGA College of Agricultural and Environmental Sciences