Jan 14 CANR Stakeholder Presentation

1
CANR Strategic Priorities a Strategic Course
Toward Creating a Successful
Future
April 29 Faculty Meeting
2
Agenda

• Why change is needed?
• Change is inevitable we must lead change ?
  create the future
• Progress in preparing for the future
• Structure for CANR closing loops
• Annual to academic year conversion
• What is next?

3
Of utmost importance
we must change in order to maintain our relevance
and impact!
4
My observations when I arrived at MSU
5
A Lifetime of Learning

• The Knowledge Business
• Blurring the lines - E, T R
• Internationalization, Technology
  Commercialization
• Transformation
• Greenspan moving from the Economy of Stuff to
  the Economy of Knowledge!

Armstrong Interview Feb. 2001
6
A Tremendous Opportunity

• Enhance blending of agriculture with ecology,
  medicine and engineering

Armstrong Interview Feb. 2001
7
Shared Vision

• ....provide students with a rigorous and relevant
  education
• .achieve scientific preeminence in selected
  areas, and be able to develop teams to find and
  solve real problems in a real world
• ....meet the needs of clientele making best use
  of emerging technologies ....

Armstrong Interview Feb. 2001
8
Shared Goals - Research

• Impact
• Balance

Armstrong Interview Feb. 2001
9
Balance
Exploratory
Implementation
Developmental
Basic
Applied
Armstrong Interview Feb. 2001
10
We must lead change!

• Our culture is changing
• Think about 1983 vs. 2003 (, personnel,
  technology, etc)
• Please dont confuse changing culture with
  dropping our land-grant mission and values.
• Are we reactive or proactive?
• We have to bring in more funding
• Departments and faculty contribute differently
• Not trying to put everyone in the same grant box

11
We must lead change!

• We have to bring in more funding
• Types
• Fees (extension and other), courses, summer
  teaching, etc.
• Industry and commodity contracts, small grants,
  etc.
• Industry, commodity, government and foundation
  partnerships
• Competitive industry grants IDC
• It is not all about IDC

12
EntrepreneurialContinuum
CANR
CANR
State Assisted
State Supported
13
EntrepreneurialContinuum
CANR
CANR
State Assisted
State Supported
14
EntrepreneurialContinuum
Dept B
CANR range of dept.
Dept A
Dept A
Dept B
Prof. Roe
Range of faculty w/in dept.
Prof. Doe
Prof. Doe
Prof. Roe
State Assisted
State Supported
15
Base Funding Million
16
Base Funding / FTE
17
IDC Return by MAU
15 avg IDC
18
Impact of Marginal Change

• Four to five years ago
• Department X IDC to department lt
  5,000
• Present
• Department X 3-5 faculty bringing in IDC grants
• IDC to department gt 80,000
• Impact on department
• Impact on CANR
• Rationale for IDC policy change

19
Shared Goals - Research

• Impact Balance
• Interdisciplinary
• Prioritize
• Cannot be all things to all people
• Departmental staffing decisions

Armstrong Interview Feb. 2001
20
Shared Goals - Research

• Impact Balance
• Interdisciplinary
• Prioritize
• Funding
• Great personnel ideas funding

Armstrong Interview Feb. 2001
21
Key Activities - My Priorities

• Vision Leadership - Shared Goals
• Nurture, Retain Recruit Personnel
• Effective Communication with Our Customers,
  Administration and the Public Your Advocate

Armstrong Interview Feb. 2001
22
Of utmost importance
we must change in order to maintain our relevance
and impact!
23
CANR, MAES MSUE Budget Challenges

• Provost provided 2.8 M for MAES MSUE
  (non-recurring)
• Obtaining additional recurring funding for MAES
  (8 M), MSUE (8 M) and the lab (4 M) continue
  to be MSUs top priorities
• Approximately 5 M (4.25 M to MAES and MSUE)
  lost to veto
• Retirement enhancement plans hiring freeze
  (very limited exceptions)
• Over 125 open positions

24
Budget Update Potential Reductions SR State
Budget ReductionAssumes 3 Salary Increase
Reduction (to date) ? Low Prediction
25
The Budget Environment

• -4 and -6 current year (FY03)
• -10 and -14 next year (July 1, 03 -FY04)
• Additional -.5 to -2 for FY04 - unknown
• .181 to .725 M from CANR units
• -4 and -6 for FY 05 (flat budgets)
• 1.9 M from CANR units
• -2 and -4 FY 06 (slightly budgets)
• 1.1 M from CANR units
• BOTTOM LINE potentially replace 3 M

26
The Strategic Initiative Process
What have we accomplished?
27
Summary Preparation for the Future

• Programs that are relevant and valued by MI and
  beyond high impact and balance
• Determine areas of excellence
• Determine what we will de-emphasize or handle in
  different ways
• Regional programming is a must
• Must affect hiring patterns
• Enhance entrepreneurial activity
• Continually evaluate efficiencies

28
Sept. 2001 Faculty-Staff Retreat -Top Priorities

• Verify Mission and Values
• Structure CANR to effectively fulfill its
  mission, deal with interdisciplinary issues,
  collaborate with external partners, and increase
  responsiveness internally and externally

29
Organizational Characteristics

• Support the land-grant mission
• Balance in application-driven and fundamental
  research (that fulfills mission)
• Strategic management that fulfills mission
• Nationally and internationally recognized centers
  of excellence (or task forces) that are capable
  of addressing emerging problems and issues

30
Organizational Characteristics

• Support and reward innovation, and stronger
  linkages across T, E and R that promote
  sustainable food, agricultural, natural resource
  and community systems

31
Strategic Program Priorities

• Safe, Socially and Environmentally Responsible
  Agricultural and Food Production that Supplies
  Affordable, Safe, Nutritious, and High Quality
  Food Supply
• Profitable and Sustainable Agricultural and
  Natural Resource Industry
• Environmental Stewardship, and Natural Resource
  Policy and Management

32
Strategic Program Priorities

• Diverse and Civic Minded Career Ready Graduates,
  and Informed and Productive Citizens, Workers and
  Consumers
• Family, Youth, and Community Vitality

33
Strategic Program Priorities

• Overarching

• Evaluation of programs in agroecology
• Discuss potential of ANR Leadership Program

34
Changes in CANR Suggested by Stakeholders

• Strengthen Extension programs (regionalization,
  serving urban audiences, and value-added
  initiatives)
• Maintain a balanced research agenda (applied,
  basic and problem-solving)
• Strengthen value-added / product development
  programs
• Engagement in public policy education

35
New Skills or Expertise Needed by the CANR by
2005

• Develop a natural resource conservation and land
  use focus
• Establish a value-added / product development
  program
• Become system thinkers and problem solvers
• Become technologically advanced and fully
  connected
• Integration of ANR priorities into
  University-wide approach

36
Strategic Program Priorities

• Safe, Socially and Environmentally Responsible
  Agricultural and Food Production that Supplies
  Affordable, Safe, Nutritious, and High Quality
  Food Supply

• Diagnostic Lab for Population and Animal Health
• Establishment of WKKF Chair in Food, Community
  and Agricultural Ethics
• Cooperative efforts in Food and Health, including
  fundamental research and outreach
• Mott Chair of Sustainable Agriculture
• Homer Nowlin Chair of Water in Agricultural and
  Natural Resource Systems

37
Strategic Program Priorities

• Profitable and Sustainable Agricultural and
  Natural Resource Industry

• Continued commitment to excellent programs and
  connection to stakeholders
• Taking plant and animal biotechnology to the next
  level underline problem-solving
• Professor of animal biotechnology
• Product Development Center for ANR
• Transformed department / school blending natural
  resources and agriculture
• Identify and support Ag. systems that are
  socially and environmentally balanced within
  communities.

38
Strategic Program Priorities

• Environmental Stewardship, and Natural Resource
  Policy and Management

• Transformed department / school blending natural
  resources and agriculture
• Continued building of programs in Forestry and
  Fisheries Wildlife
• Nowlin Chair of Water in Ag. and Nat. Resource
• Guyer/Seevers Chair
• Sustainable Michigan Fund
• Enhanced cooperation across departments
• Support for decision-makers responsible for
  planning use of our land and water resources (.5
  M grant)
• Hannah Professor of Land Use and Policy (in
  progress)
• Environmental Sciences and Policy program Dr.
  Tom Dietz appointed director

39
Strategic Program Priorities

• Diverse and Civic Minded Career Ready Graduates,
  and Informed and Productive Citizens, Workers and
  Consumers

• New associate deans
• New director of diversity and pluralism
• Recruiting and retention
• Evaluation of courses and curricula
• Transformed department / school blending natural
  resources and agriculture
• Citizen and stakeholder input for our research
  and outreach agendas.

40
Strategic Program Priorities

• Family, Youth, and Community Vitality

• Core county and campus programs
• Cuts across colleges
• e.g. - FACT
• Transformed department / school blending natural
  resources and agriculture
• New Mott Chair for Sustainable Agriculture
• Support the Governors interest in building
  healthy youth and families

41
New Skills or Expertise Needed by CANR in 2005

• Become technologically advanced and fully
  connected

• Review of marketing web presence
• Expanded distance learning

• Integration of ANR priorities into
  University-wide approach

• Environmental Sciences and Policy program
• Sustainable Michigan Fund
• WK Kellogg Chair in Food, Agricultural and
  Community Ethics (in College of Arts Letters)

42
Enhanced UG/G Teaching

• Ag Engineering established computer-aided senior
  design laboratory
• RD began an undergraduate, web-based journal,
  Green Pieces
• RD established the George and Nancy Axinn endowed
  fellowship for graduate students pursuing studies
  in international development.
• ANRECS established the Arthur L. Berkey endowed
  fellowship for Agriscience teachers pursing
  advanced degree work.
• Animal Science initiated a departmental Career
  Fair
• Crop Soil Sciences developed undergraduate
  specialization in international agriculture
• Fisheries Wildlife developed specializations in
  marine ecosystem management and conservation and
  environmental law enforcement
• Fisheries Wildlife also conducted new graduate
  student orientation retreats
• FSHN Career Center consolidates advising
  placement activities

43
Enhanced UG/G Teaching

• Forestry curriculum revised to include 5 new
  areas of emphasis in Wood Products Manufacturing
  and Marketing, Forest Management, Urban and
  Community Forestry, Forest Conservation, and
  Forest Science.
• Forestry also instituted weekly departmental
  research seminar program to expose graduate
  students to leading scholars.
• Horticulture developed Viticulture and Enology
  Ag Tech program also MSU Student Organic Farm
• Packaging offers new course hazardous materials
  packaging on-line.
• Packaging developed two new on-line, 800 level
  service courses for graduate students w/o
  packaging bachelors degrees.
• Plant Pathology - developed freshman level course
  addressing issues such as agricultural
  bioterrorism, organic production, GMOs and the
  effects of global trade on introduction of
  exotics.
• Plant Pathology instituted a new endowed graduate
  assistantship in tree fruit pathology
• Study abroad opportunities across most
  departments/majors

44
Research/Outreach Highlights

• Ag Econ food security in Africa program awarded
  more than 2.4 million from USAID/Mozambique
  400,000 from the Mozambique government for
  technical support.
• Another new MSU food security program will focus
  on improving the nutrition and health of children
  in Mozambique by increasing their consumption of
  sweet potatoes that are rich in vitamin A and
  other micro-nutrients.
• Project Co-Directors Michael Weber and John
  Staatz and other team members in the Department
  of Agricultural Economics were awarded a
  five-year, 5 million Food Security III Leader
  with Associate Cooperative Agreement to continue
  this broad range of applied research, policy
  dialogue, and capacity building activities in
  Africa.

45
Research/Outreach Highlights

• PRTR co-hosted international conference in
  Stuttgart, Germany, Best Practices for
  International Internship.
• Agriscience faculty developed an online
  curriculum resource for ANR Education teachers.
• RD has initiated new field programs in Non-Profit
  Management and Expert Witness.
• CSS faculty are lead investigators on 5 million
  grant from NASA to create the Center for Genomic
  and Evolutionary Studies on Microbial Life at Low
  Temperatures.
• CSS faculty are cooperating with Ford Motor
  Company to design and construct a
  phytoremediation facility.
• FSHN renovation to provide bio-analytical
  laboratories in G.M. Trout Building (funded by
  Sara Lee Corporation gift).

46
Research/Outreach Highlights

• Forestry worked with the Michigan Christmas Tree
  industry to establish a research fund using
  industry contributions over 35,000 received
  to-date.
• Development of the Horticulture Gardening
  Institute by MSU Global, supporting the Master
  Gardener program
• PRTR professor Charles Nelson awarded contract
  with the Mich. DNR to develop the state
  comprehensive outdoor recreation plan (SCORP).
• Wayne Loescher awarded NSF grant for Plant
  Science Greenhouse Growth Chambers
• Plant Pathology Entomology obtained USDA
  funding (300,000/year for three years) of the
  North Central Plant Diagnostics Network, to
  enhance crop biosecurity.
• Packaging organized and hosted the very
  successful international conference, WORLDPAK
  2002.

47
Achievements Accolades

• Four CANR students among the Senior Class
  Councils Top 24 MSU Seniors for 2002-03.
• Agriscience undergraduate students won the
  university-wide Multicultural Heroes Hall of
  Fame Case Competition, with a presentation on
  Cesar Chavez
• ANRECS and Bailey Scholar instructor, Jim Lucas,
  named one of two Outstanding Faculty recipients
  by the Senior Class Council.
• CMP residential construction team has been in the
  top 3 nationally for three consecutive years. 
• Doug Cron was named Educator of the Year by the
  National Association of Home Builders
• Fisheries Wildlife Chair Bill Taylor appointed
  by President George Bush to the Great Lakes
  Fishery Commission named by Governor Engler to
  Michigans Aquatic Nuisance Species Coordinating
  Council and named chair of the national
  Sportfishing and Boating Partnership Council

48
Grant ActivityCANR 2000-2003 Annualized

• 1,258 submitted
• 969 funded
• 77 funded
• 114,082,854 submitted
• 36,237,351 funded
• 9 of 15 departments -gt 1 M
• 5 of 15 departments -gt 2 M

49
Key Leaders

• Associate Deans
• Eunice Foster
• Tom Coon
• New Department Chairs
• Horticulture Ron Perry (April 02)
• Plant Pathology - Ray Hammerschmidt (April 02)
• Ag Econ - Steven D. Hanson (June 03)
• Other Key Leadership
• Marquita Chamblee, director Diversity Pluralism
• Lynn Harvey, MSUE Associate Director for
  Operations
• Rick Brandenburg , director of Bailey Scholars
  program
• William Bickert, director of Manure/Nutrient
  Management program

50
Private Giving
The ANR External Relations Department works with
administrators, department chairs and faculty
members to cultivate private giving for the CANR,
MSUE and MAES.
Advancing Knowledge. Transforming Lives.
51
Private giving takes on greater emphasis
As fixed costs continue to increase
and governmental funding decreases

• MSUE and MAES receive no tuition revenues.
• Rely on outside grants to greater degree.
• Need additional revenues from private giving to
  meet todays more complex research, outreach and
  educational need.

52
CANR 2001-02 Development Success
TOP COLLEGE IN FUNDING AT MSU
62,477,945
49 million Kellogg Patents 13.5 million other
gifts
from 6,991 donors
53
CANR 2001-02 Fundraising Success...

• Includes 49 million in patents from Kellogg
  Company.
• A 17 increase in giving (excluding Kellogg
  patents).
• A 7 increase in donors.
• Planned gifts 2.8 million
• 568,682 from 788 faculty, staff and retirees.
• 124,150 from 2,220 telemarketing donors.
• 26,904 from 375 direct mail donors.
• 54 new MSU donor society club members.

54
Campaign for MSUCANR Goals
180 million
Advancing Knowledge. Transforming Lives.
55
Campaign for MSU CANR Goal
180,000,000 Our Goal
56 of Goal to-date
100,948,702 Current Status
Capital Campaign Total
56
Partnership
With a coordinated effort.
How will we achieve 180 million by 2007?
ANR External Relations Faculty Staff
Involvement
57
Stakeholders
Partnership
CANR
M S U E
M A E S
Alumni
Donors
ANR External Relations Faculty Staff
Involvement
58
Building Relationships and Meeting Needs
PARTNERSHIP SUCCESS
Advancing Knowledge. Transforming Lives.
59
Changing Structure of the CANR
60
Principles Guiding My Decisions

• Treat others as I would want to be treated
• Sound long-term programmatic decisions
• Stay true to our mission and values
• Stay true to organizational characteristics

• Preserve funds for core support of programs
• Faculty other team members
• MSUE county network
• Enhance generation of revenue
• State supported ? state assisted
• Leverage internal funds
• Gather input but keep the period of uncertainty
  to a minimum

61
CANR Structure
Transition Leader Jan Bokemeier
62
Proposed CANR Structure

• Important Principles
• Maintain UG Major
• Maintain key R E programs
• Professional identity of faculty
• Sensitive to staff

63
CANR Structure

• Alternatives Considered
• Redeployment Downsizing
• Downsizing department
• Integrating with other departments

• Alternatives Considered
• Redeployment Downsizing
• Downsizing department
• Integrating with other departments
• Option 2 matched objectives

64
CANR Structure
The Construction Management Program
The School of Construction Management and
Built Environment      
65
CANR Structure
66
CANR Example Infrastructure
Committee Chair Lynn Harvey
67
Annual versusAcademic YearAppointments
68
Objectives

• Position us better for multiple futures in order
  to maintain success
• To maintain success we must increase
  entrepreneurial activity
• Enhance faculty salaries
• Enhance departmental budget situation 2 years
  after implementation

69
Considerations Options

• New Hires
• Potentially mandatory for those hired after 1982
  but we need to determine what is fair
• Minimum ? voluntary program Current policy
• Optional for those hired before 1982
• Academic year not restricted to August to May
• Discussions since January
• Faculty have been and will continue to be involved

70
Operational Principles

• System must have safeguards in place
• Department chair or school director plays key
  role
• Salary savings during contract stay with the
  department
• Summer salary no longer on rolling contract then
  funds return to GF, MAES or MSUE

71
Annual versusAcademic YearAppointmentsMSU
Guidelines
72
Applicable Policy

• Employed prior to Jan. 1, 1982 must consent to
  AY appointment
• Employed on or after Jan. 1, 1982
• AY is the basic employment commitment in the TS
  and academic specialist continuing appointment
  system
• If unit missions and programmatic needs change,
  AN may no longer be appropriate
• Consequently, the individual would then change to
  AY OR be assigned additional duties

73
Applicable Policy

• AY generally assumes the regular academic year
• Where programmatic needs justify presence during
  the summer, U permits units to negotiate
  equivalent assignments
• A full-time AN appointment requires full-time
  duties in support of the unit throughout the
  calendar year
• Therefore, AN appointments can exist if justified

74
Conversion GuidelinesEligibility Determination

• Review faculty assignments in relation to unit
  and college programmatic obligations to determine
  justification of AN or AY.
• AN possible warrants full time effort
  throughout the calendar year AND, is expected to
  continue in future years
• Availability of funds a potential factor
• Current AN TS faculty whose programmatic
  assignments do not require an AN appointment will
  be considered eligible for conversion to AY OR be
  assigned additional duties.

75
Conversion GuidelinesAN after Jan. 1, 1982

• Where assignments do not justify AN
• Basic conversion .818
• Compensation for lost retirement contribution
  .0182
• Conversion .836
• Regular merit increase the first year based on AN
  salary (.842)
• Conversions greater than .836 may be available
  on a case-by-case basis
• Justification required ? Market
• Under discussions

76
Conversion GuidelinesAN after Jan. 1, 1982

• Eligible immediately for partial summer
  compensation by MAES, MSUE and(or) GF if
  warranted by the assignment (not to exceed AN
  retirement compensation) (old option 1)
• Eligible immediately for partial or full summer
  compensation on grants and contracts consistent
  with all policies
• Transition facilitation for selected faculty
• seed funding for proposal development up to one
  month renewable for a maximum of two years

77
Conversion GuidelinesAN prior to Jan. 1, 1982

• Must consent
• Same basic guidelines as for those appointed on
  or after Jan. 1, 1982
• Inclusion of additional incentives may be
  considered on a college by college basis
  Provost approval required
• Those continuing on AN will be subject to
  assignment adjustments consistent with an AN
  appointment
• Where AN no longer merited, additional
  responsibilities must be assigned.

78
Preliminary Timeline

• Spring 2003 discuss options. Unit leaders,
  CAC, faculty fora and committees
• Late April to May 2003 decision on mandatory
  vs. voluntary discussion of U policy -- DONE
• April June 2003 unit leaders develop draft of
  guidelines faculty committees develop details
• May July 2003 initiation of voluntary program
  if logistics permit
• August 15, 2003 potential initiation of
  voluntary conversions (1st summer 2004)
• Fall 2003 discussion and review of all
  appointments
• Spring 2004 continue review and discuss options
  with faculty
• August 16, 2004 earliest date for
  implementation related to reviews (1st summer
  2005)

79
The Strategic Initiative (Mindset)
Where do we go from here?
80
Where do we go from here ?

• Strategic mindset must continue
• CANR, MAES and MSUE - macro level or ground work
  has been established
• Mission values
• Program priorities
• Organizational characteristics

81
Where do we go from here ?

• Units must demonstrate strategic mindset
• Areas of focus
• Tap into U-wide initiatives
• What we will not do
• Cooperation with others on campus, within MI and
  US
• Regionalization

82
Where do we go from here ?

• Continued evaluation of infrastructure
• Business office services
• Advising
• Technology communication
• Field laboratories
• Etc.

83
The Future

• Programs that are relevant and valued by MI and
  beyond high impact and balance
• Determine areas of excellence
• Determine what we will de-emphasize or handle in
  different ways
• Regional programming is a must
• Must affect hiring patterns
• Enhanced entrepreneurial activity
• Continually evaluate efficiencies
• We must create our future
• Regardless of level ? leverage state support

84
When one door closes another one opens but we so
often look so long and so regretfully upon the
closed door, that we do not see the ones which
open for us. Alexander Graham Bell
85
Questions