Jan 14 CANR Stakeholder Presentation

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Title page
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CandidatesAcademic and Student
AffairsAssociate Dean Director

• Tom Coon
• Eunice Foster
• Eddie Moore

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Budget Update

• MAES, MSUE and GF budget challenges are
  significant and they demand a strategic response

• Escalating health care costs
• Flat state funding
• Flat federal funding
• County (Extension) partners are supportive, but
  expansion is unlikely

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Budget Update Addressing CANR Budget Challenges

• Provost provided 1 M for MAES MSUE
• Additional recurring funding for MAES (4 M),
  MSUE (4 M) and AHDL (3 M) are MSUs top
  legislative priorities.
• APPR departmental, center, institute and CANR
  reductions (5 and 6)
• Positions have been frozen for 10 months
• Retirement enhancement plans
• Extension (42 individuals) and MSUE/MAES plan

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Putting It All Together
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Change is possible

• Outstanding faculty, staff, and students
• Many solid programs and initiatives
• A unique and relevant mission
• A heritage of excellence and significant impact
• Great partners (on and off campus)
• GREEEN, Animal Initiative, PERM, Counties, and
  more
• Great potential for enhanced regional cooperation
• Support from MSU leaders

Challenges, opportunities, and changes
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What is in it for all of us

• A clear and relevant future and a clear course to
  reach it (future pull)
• Partnerships that satisfy mutual needs
• Enhanced relationships built on trust and
  collaboration
• A clearer sense of our shared priorities and
• benefits to collaboration
• Focused investment and measures of success
• A structure and mindset that will make it happen!

Challenges, opportunities, and changes
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The Strategic InitiativeProcessWhere have we
been?
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Strategic InitiativeTimeline

• Jun 01 Survey internal and external stakeholders
• Sep 01 Set planning priorities and get to work
• Jan 02 Develop mission and values
• Multiple Involve external stakeholders
• Feb 02 Confirm program priorities
• May 02 Arrive at options for structure /
  mindset
• Deliberation and discussion
• Jun 02 Reach decision on structure / mindset
• July 02 Implementation begins with new budget
  year

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Proposed Mission Statement

• To serve the diverse people of Michigan, the
  nation, and the world through integrated
  learning, discovery and engagement that promote
  management of food, agricultural, community and
  natural resource systems to enhance and sustain
  the quality of life and the environment for
  current and future generations.

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CANR Strategic Program Priorities Identified by
18 Faculty-Staff Work Groups

• Efforts to provide a safe, secure and healthful
  food supply  
• Managing emerging and infectious diseases and
  pests 
• Animal welfare/health 
• More efficient, profitable and sustainable
  agriculture and natural resource industries  
• Programs aimed at encouraging environmental
  stewardship and natural resources management
  among stakeholders 
• Develop and communicate public policies in
  support of sustainable natural resources
  management

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CANR Strategic Program Priorities Identified by
18 Faculty-Staff Work Groups
7. Fostering strong and vital communities both
urban and rural   8. Promote (socially)
responsible land use for current and future
generations including farmland and green space
preservation and sprawl management and education.
9. Family, Youth, and Community Vitality.
  10. Marketing and value-added agriculture and
natural resources businesses  11. Water resource
planning and management water use for
agriculture and natural resource businesses,
recreation, wildlife and consumption. 12.
Career-ready socially responsible graduates
equipped for life-long learning  
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• CANR Organizational and Administrative
  Characteristics - Work Groups
• Support CANR's mission and be consistent with our
  values.
• Support innovation, and stronger linkages across
  teaching, extension and research that promote
  sustainable food, agricultural, natural resource
  and community systems.
• Promote development of new cross-department/colleg
  e curricula consistent with the strategic program
  priorities.
• Enable faculty and staff to continuously renew
  and reposition themselves, and actively
  participate in discovery, learning and engagement.

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• CANR Organizational and Administrative
  Characteristics - Work Groups
• 5. Encourage faculty, staff and administrators to
  think proactively, and to propose and organize
  research (scholarship) that anticipates and helps
  avert potential food, agricultural, community and
  natural resource problems.
• 6. Make the CANRs expertise and services more
  visible and accessible to customers and
  stakeholders
• 7. Develop approaches to do a better job of
  marketing our services, programs and expertise to
  the people of Michigan (and elsewhere), thus
  imprinting our importance to the state
  (government and the university)

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• CANR Organizational and Administrative
  Characteristics - Work Groups
• 8. Create, and take advantage of opportunities
  for regional cooperation with other (Land Grant)
  Colleges in the areas of teaching, extension and
  research.
• 9. Take advantage of economies of scale, by
  encouraging shared infrastructure, staffing, and
  technologies.

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Proposals for CANRStructural Changes
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Principles Concerns Behind Proposals

• Overall goal enhance programs -- budget (cost
  reduction) is secondary
• Maintain excellence connection to stakeholders
  built over many years
• Enhance our position in 5-10 years
• Enhance department to department interactions
• Enhance college to college interactions
• Stay true to mission, values and structural
  characteristics

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Principles Concerns Behind Proposals

• Maintain strong linkages to stakeholders through
  students, MAES and MSUE
• Enhance agricultural and NR profitability
• Enhance environmental sciences / land use
  programs
• Enhance community, youth, rural and urban
  vitality (recreation, youth development)
• Continue to enhance fundamental research programs
  plant, animal, microbial and environmental

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Principles Concerns Behind Proposals

• Enhanced integration of activities is important
  see mission statement integration of D, L E
• Centers, institutes and other activities should
  be evaluated carefully for added value and
  potential for integration
• We must enhance our communication, marketing and
  internet services review pending

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Principles Concerns Behind Proposals

• Extension
• Enhance connectivity between campus and field,
  especially departments and field
• AOE concept is good but .
• Decrease number of teams
• Accountability and rewards involve chairs to a
  higher degree
• Include research and teaching

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Proposals for College AdministrationStructural
Changes
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Administrative Structure

• Dean
• Associate Dean and Director of Academic and
  Student Affairs
• Associate Dean and Director of Diversity and
  Pluralism
• Directors of MAES and MSUE
• Associate Dean and Director of International
  Programs
• Under discussion with Chairs and CAC
• No clear recommendation last fall
• Our commitment to this important area will not
  diminish
• Looking for ways to bolster our efforts
• Office of International Development and IIA(NR)
• Other changes will occurr

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Associate Deanand Director of Diversity
Pluralism

• Committees recommendation (no direct
• linkage to international programs)
• Vital to the future success of CANR
• Will encompass all CANR GF, MSUE, MAES
• Opportunities abound for mission important
  programming and partnerships
• Funding is in place -- replaces Jim Jay position

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(No Transcript)
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Proposals for Departmental/UnitStructural
Changes
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(No Transcript)
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ANRECS, PRTR, RD TTRRC

• Strategic integration of departments and Center
• Underpinning sustainable human, community and
  resource development leadership development
• Travel, Tourism Recreation Resource Center
  (possibly) maintained within department to
  highlight emphasis on tourism
• Long-term goal house in NR Annex

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ANRECS, PRTR, TTC, RD - Concerns

• Students curricula will not be changed until
  after the integration is completed
• We will follow required procedures for
  curricular changes
• Of course ALL students will be allowed to finish
  their programs of study
• Impacts on staff
• Integration will take time
• Strive to seek positions for individuals if
  redundant positions found to exist

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ANRECS, PRTR, TTC, RD - Concerns

• The primary purpose is cost saving not
• mission or quality!
• Potential cost savings are not the driving force
  for the integration
• The emphasis is on strength, focus, collaboration
  and critical mass
• There will be economies of scale and
• efficiencies but we expect the new
• department to grow!
• The integrated department will be very important
  in terms of student credit hours and mission
  important research and outreach

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The New Department CANR Strategic Program
Priorities

• More efficient, profitable and sustainable
  agriculture and natural resource industries

• Programs aimed at encouraging environmental
  stewardship and natural resources management
  among stakeholders 

• Develop and communicate public policies in
  support of sustainable natural resources
  management

• Fostering strong and vital communities both
  urban and rural  

• Promote (socially) responsible land use for
  current and future generations including farmland
  and green space preservation and sprawl
  management and education.

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The New Department CANR Strategic Program
Priorities

• Family, Youth, and Community Vitality

• Marketing and value-added agriculture and natural
  resources businesses 

• Water resource planning and management water
  use for agriculture and natural resource
  businesses, recreation, wildlife and consumption

• Career-ready socially responsible graduates
  equipped for life-long learning

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ANRECS, PRTR, TTC, RD - Concerns

• Identity of departments, marketability of
  curriculum/ majors and stakeholder relationships
  ???
• Strategic integration will be lead by
  professional facilitator
• Stakeholders will be involved
• Faculty and staff driven
• Stress strategic integration vs merger
• We will not meld it all together and keep doing
  everything

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Natural Resources School

• Why not go all the way and form a School of
  Natural Resources?
• Integration of all units within the NR building
  was considered but rejected
• It would be too large of a unit
• Negatives outweighed the positive aspects
• The three departments will cooperate
• more across teaching, research and
• extension
• Other reasons

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Natural Resources Building

• Future home to three departments The New
  department, FOR FW
• Goal Enhance the effectiveness and
• productivity of staff and infrastructure
• Chairs will meet to determine
• How they will work together and provide details
  (e.g. advising center, copy center)
• Justify activities that they plan to keep separate

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Organizational CharacteristicsRelated to Proposal

• Support the LG mission
• Strategic management that fulfills mission
• Multi-disciplinary efforts and disciplinary
  excellence
• Balance in application-driven and fundamental
  research (that fulfills mission)
• Enhance marketing our services, programs and
  expertise to the people of MI and elsewhere

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Organizational CharacteristicsRelated to Proposal

• Promote and build a diverse faculty, staff and
  student body
• Promote effectiveness and efficiency through
  elimination of duplication, and taking advantage
  of economies of scale
• Incorporate new metrics and methods (structure)
  for assessing faculty performance, and budgeting
  for strategic performance that are consistent
  with our mission, values and program priorities
  and encourages joint ventures

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School of Built Environment

• Strategic integration of
• Construction Management
• Facilities Management,
• Landscape Architecture,
• Urban Regional Planning
• Long-term house in NR or NR Annex

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Leadership Linkage Collaboration
Horticulture
Crop and Soil Science
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Horticulture Chair serves as consulting chair for
CSS CSS Chair serves as consulting chair for
Horticulture
Leadership Linkage Collaboration
Horticulture
Crop and Soil Science
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Entomology

• Consulting Chair Model

• Other chairs may serve on
  CIP Board of Directors

• Chairs work together to manage
• CIPS program building

• CIPS functions are maintained

• CIPS comes under auspices of departments

Plant Pathology
CIPS
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• FSHN part of human ecology

• Consulting Chair Model

• Strengthen ties through formal linkage of
  leadership with regard to food based programs.
  PKG remains much broader than food

Food Science Human Nutrition
Packaging
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Departments in Transition

• Agricultural Economics
• Search for chair in progress
• Animal Science
• Search for chair in progress
• Three departments integrated years ago
• Agricultural Engineering
• Changing name, implementing strategic plan

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Issues for the Future
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Issues for the Future

• Discussion of scholarship define for
  extension, teaching and research
• Discuss pros and cons of college level promotion
  and tenure committee
• Peer review of extension publications
• Clearly identify scholarship of engagement and
  learning

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Issues for the Future

• Alignment of University Metrics and CANR Mission
  to Assure Uniformity and Fairness in the Tenure
  and Promotion Process and Faculty Reward System
• Identification of and Prioritization of Response
  to Current Issues and Future Trends (Preparing to
  be Proactive)

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Issues for the Future

• Internal and External Marketing and Alignment of
  Sources of Funding
• Alignment of Multiple CANR Teaching-
  Research-Extension Roles Disassociation of
  extension on and off campus
• Faculty Development

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Issues for the Future

• A Natural Resources Annex
• Federal, state and development funds
• Laboratory needs are dramatic
• Location for new department and school
• Possibility of regional focus Forestry, APHIS,
  Plant Diagnostics

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2020 Plan NR Annex
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The Strategic Initiative Process will Continue
Now this is not the end. It is not even the
beginning of the end. But it is, perhaps, the end
of the beginning. Churchill
CANR leadership will consult with Others during
key decisions!
We will establish priorities and align decisions
and investments with those priorities!
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Creating KnowledgeTransforming Lives
It is all about Relationships and Relevance
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Questions