Joint Strategic Direction Action Plan

Joint Strategic Direction Action Plan
K-State 2025 Strategic Direction Action Plan and Alignment Template
for the College of Agriculture and K-State Research and Extension
From John D. Floros, Dean and Director
Dear Friends:
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I am pleased to share our final 2025 Strategic Plan for the College of Agriculture and K-State Research and Extension . Nearly 100 people have worked since the fall of 2012 to
develop the plan. The plan was shared with a few thousand people (students, faculty, staff, alumni, boards, clients, citizens) several times and critiqued by anyone who wanted to fill
out the online forms or call/email me. We received a lot of very positive and constructive input and, for that, I truly thank you. We incorporated much of that input into this final
version.
This plan will be used to guide our planning, budgeting, programming and staffing for the next 12 years. I have already told our department heads/unit leaders their performance will
be judged using measures from this plan. We have set the bar high. Now let us go forward together and succeed. Thank you for your continued support.
Preface: Kansas State University was created 150 years ago as the nation’s first operational land-grant university by passionate, pioneering, visionary educators.
K-State was on the cutting edge when founded and will remain there in the future. In celebrating K-State´s sesquicentennial, we are guided by our strong heritage, inquisitive nature,
and welcoming spirit.
Among other things, the K-State College of Agriculture/K-State Research & Extension have:

Organized the earliest home demonstration units and introduced extension programming over the radio.

By 2013, received 13 Excellence in College and University Teaching in the Food and Agricultural Sciences awards, more than any other university in the nation.

Developed the Warner-Bratzler shear measurement device, the most widely used and accepted method to determine the tenderness of meat.

Formed Farmers Institutes that became the extension model for the nation, created youth development clubs, and wrote the National 4-H Pledge.

Developed the basic foundation of reduced tillage and herbicides in crop rotations in the western Great Plains.

Continued developing plants, livestock, and unique processing systems which provide products for food, feed, fiber, and now fuel.

Maintained an Extension system based on grassroots involvement and monetary support, keeping us attuned to local needs and providing support and guidance for our mission.
Today, the prairie continues to challenge rural and urban Kansans with floods, droughts, blizzards, heat waves, and tornadoes. Remember the state motto – Ad astra per aspera – to
the stars through difficulty. To deal with these challenges, we maintain strong research programs, including those that develop new wheat and sorghum varieties; improve livestock
breeding and management practices; probe the basic biology underlying agricultural productivity, and develop new products, processes, and agricultural markets. We continue our
strong extension programming to find new ways to translate, engage, and transform individuals, families, and communities towards becoming healthier and more resilient.
We are building a unique public university of the prairie and the plains that is grounded in the past but is focused on the future’s cutting edge for Kansas, the nation and the world.
1
The College of Agriculture at Kansas State University grants degrees in 8 of its own departments: Agricultural Economics; Agronomy; Animal Sciences and Industry; Communications and Agricultural
Education; Entomology; Grain Science and Industry; Horticulture, Forestry, and Recreation Resources; and Plant Pathology. Plus, the college grants a degree in the Department of Biological and
Agricultural Engineering, which is a department shared with the College of Engineering.
2
K-State Research and Extension is a short name for the Kansas State University Agricultural Experiment Station and Cooperative Extension Service, a program designed to generate and distribute
useful knowledge for the well-being of Kansans. Supported by county, state, federal, contract, and private funds, the program has county Extension offices, experiment fields, area Extension offices and
regional research centers statewide. KSRE supports faculty and work in five colleges and over 20 departments across the K-State campus and at K-State Olathe. KSRE is headquartered on the K-State
campus, Manhattan, KS.
K-State 2025 Strategic Direction Action Plan and Alignment Template
Page 1
1. What is your College’s/Major Unit’s mission/vision and how does your organization contribute to achieving the University’s vision for K-State 2025?
Our Mission
We are dedicated to a safe, sustainable, competitive food and fiber system and to strong, healthy communities, families and youth through integrated research, analysis and
education.
Our Vision: By 2025, the K-State College of Agriculture will be one of the top five colleges of agriculture in the nation, and K-State Research and Extension will be one of the world’s
top destinations for education, research, and extension.
Our Purpose: Lead the development and promotion of resilient, commercially viable plant, animal, and food systems that are necessary for human well-being and community
development in Kansas, the Great Plains, and similar semi-arid regions worldwide through integrated education, research, and extension.
Our Core Values:
1. Integrity to develop and deliver credible information, including honesty, trust, credibility, stewardship and accountability.
2. Communication to provide common understanding, involving cooperation and unity, which includes listening as well as speaking and writing, sharing information and working
together.
3. Scholarship to foster lifelong learning, including excellence in the discovery, integration and synthesis of knowledge and its dissemination and use.
4. Leadership to serve as an agent of change, Involving collaboration and service and including vision, teamwork, customer-focused service, innovation, effective education, and
shared goals and resources.
5. Inclusion to foster active participation by all including diversity, respect and appreciation for co-workers and stakeholders as decision makers, and developing culturally
responsible research, educational materials and programs.
Our Goals:
1. Provide and empower students and citizens with the knowledge and education needed to lead and advance agriculture and related fields.
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4
2. Contribute integrated solutions for meeting and adapting to the “grand challenges ” in dryland plant, animal, and food systems.
3. Enhance the quality of life and livelihoods of people, their communities and the environment.
4. Build our human capacity and infrastructure to meet our vision and goals.
3
Grand challenges” include broad issues like:

Water

Health and health care

Agricultural and food production systems

Community vitality

Growing tomorrow’s leaders
4 Dryland agriculture - As used in this plan, this term denotes agriculture in a water-limited environment and includes all of the responses ranging from drought-resistant crops and irrigation to tillage and
grazing practices developed to maximize productivity while maintaining the environment under these conditions.
K-State 2025 Strategic Direction Action Plan and Alignment Template
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2. What are your College’s/Major Unit’s key activities and outcomes and how do they link to K-State 2025 themes/common elements and outcomes? Identify the
University metrics that directly link with your plan in brackets. (If your plan includes more than one theme or goal with specified activities and outcomes, you may repeat the
table as necessary)
Key Goals and Activities
Short Term
Key Outcomes
Intermediate
Key Outcomes
Long Term
Key Outcomes
What we plan to do…
What do we expect to happen
by 2015?
What do we expect to happen
by 2020?
What do we expect to happen
by 2025?
Goal 1. Provide and empower students and
citizens with the knowledge and education needed
to lead and advance agriculture and related fields.
Be a global destination of
choice for knowledge and
education in agriculture and
related fields
Be a global destination of
choice for knowledge and
education in agriculture and
related fields
Be a global destination of
choice for knowledge and
education in agriculture and
related fields
A. Number of students and
postdoctoral trainee populations
A. Number of students and
postdoctoral trainee populations
A. Number of students and
postdoctoral trainee populations
A1 Undergraduate student numbers will
grow to 2600 [T2-6]
A2 Graduate student numbers will grow
to 525 [T3-7]
A3 Increase number of postdoctoral
trainees who will assist professors with
research and mentoring of graduate
students.
A1 Undergraduate student numbers will
grow to 2650 [T2-6]
A2 Graduate student numbers will grow
to 550 [T3-7]
A3 Increase number of postdoctoral
trainees who will assist professors with
research and mentoring of graduate
students.
A1 Undergraduate student numbers will
grow to 2700 [T2-6]
A2 Graduate student numbers will grow
to 575 [T3-7]
A3 Increase number of postdoctoral
trainees who will assist professors with
research and mentoring of graduate
students.
B. Improved student success
B. Improved student success
B. Improved student success
B1 Freshman to sophomore retention
rate of 84% [B-6]
B2 Six-year undergraduate graduation
rate of 66% [B-7]
B1 Improved freshman to sophomore
retention rate to 86% [B-6]
B2 Improved six-year undergraduate
graduation rate to 68% [B-7]
B1 Freshman to sophomore retention
rate of 88% [B-6]
B2 Six year undergraduate graduation
rate of 70% [B-7]
C. More diversity in
undergraduate and graduate
student populations
C. More diversity in
undergraduate and graduate
student populations
C. More diversity in
undergraduate and graduate
student populations
C1 Increased representation of
historically under-represented students
amongst undergraduate and graduate
students.
C2 Increase representation of historically
underserved students amongst
undergraduate and graduate students.
C1 Increased representation of
historically under-represented students
amongst undergraduate and graduate
students.
C2 Increase representation of historically
underserved students amongst
undergraduate and graduate students.
C1 Increased representation of
historically under-represented students
amongst undergraduate and graduate
students.
C2 Representation of historically
underserved students amongst
undergraduate and graduate students.
D Well-prepared graduates highly
sought by employers and
graduate schools
D Well-prepared graduates highly
sought by employers and
graduate schools
D Well-prepared graduates highly
sought by employers and
graduate schools
D1 Establish job or graduate school
placement rates
D1 Improved job or graduate school
placement rates
D1 100% job or graduate school
placement rates
Undergraduate Students and Programs
1.
2.
3.
4.
5.
6.
7.
Design innovative programs to recruit, retain, support,
and graduate highly successful undergraduate students,
with an enhanced emphasis on high performing, diverse,
and non-traditional students.
Expand experiential learning (hands on
laboratory/classroom work, competition teams,
internships, etc.) and undergraduate research as
hallmarks of our undergraduate educational experience.
Promote student success through outstanding academic
advising, faculty and peer mentorship, tutoring and
career placement services.
Infuse a global focus into the curriculum and student
experience.
Increase funding for undergraduate financial aid and
scholarships to support access to an affordable
education.
Ensure high quality teaching by faculty and GTAs that
prepares students with necessary life and career skills.
Evaluate and remodel curricula periodically to maintain
currency and relevance, utilizing feedback from
stakeholders and incorporating changes in technology
and the needs of society.
Graduate Students, Postdoctoral Trainees and Programs
8.
9.
Recruit, retain, and support a larger, high quality, diverse
graduate student and postdoctoral trainee population.
Actively promote graduate programs to our best
K-State 2025 Strategic Direction Action Plan and Alignment Template
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10.
11.
12.
13.
14.
15.
16.
17.
undergraduate students, including through integrated
5
BS/MS/PSM programs.
Develop funding streams for targeted doctoral student
recruitment, including training grants.
Offer nationally competitive compensation packages and
expanded assistantships, fellowships, and scholarships,
particularly for doctoral students.
Develop an internally funded COA/KSRE competitive
GRA program to guarantee support for the best graduate
student applicants.
Expand opportunities for graduate students and
postdoctoral trainees in extension.
Ensure outstanding mentorship and a network of support
for our graduate students and postdoctoral trainees, and
encourage their professional development.
Strengthen graduate programs in areas of excellence,
both on-campus and through distance education.
Work with government, industry, and academic partners
to assess and respond to the evolving workforce needs
for graduate and professional certificate programs and
research, including those with an interdisciplinary focus.
Enable joint graduate study programs with international
universities and research organizations.
Learning and Teaching Environments
18. Create virtual learning and teaching environments that
embrace all types of learners.
19. Expand life-long learning, education, and training
opportunities.
20. Be accessible by clients and lifelong learners.
21. Develop innovative delivery techniques for educational
products/materials.
22. Maintain/increase adequate classroom space to meet
the increased number of students.
23. Increase faculty literacy in the use of technology for
enhanced pedagogy.
24. Maintain our reputation as a trusted source for collective
expertise, information, and tools to learn about and solve
complex problems locally, regionally, nationally, and
globally.
Undergrad Job Placement and Grad
School Placement in total = 93%
D2 Establish baseline rates of student
satisfaction with career preparation postgraduation. [T2-7]
D3 Define number of undergraduate
students participating in experiential
learning opportunities, including research,
service learning, judging teams,
internships, extension and leadership
activities [B-8, T2-2, T4-1]
D4 Define number of undergraduate
students participating in study abroad
[T2-1]
Undergrad Job Placement and Grad
School Placement in total = 96%
D2 Improved rates of student satisfaction
with career preparation post-graduation
[T2-7]
D3 Increase number of undergraduate
students participating in experiential
learning opportunities, including research,
service learning, judging teams,
internships, extension and leadership
activities [ [B-8, T2-2, T4-1]
D4 Increased number of undergraduate
students participating in study abroad
[T2-1]
E Increased student financial
support
E Increased student financial
support
E Increased student financial
support
E1 Total funding for undergraduate
scholarship support increased [T2-3]
E2 Enhanced funding for undergraduate
student labor opportunities in laboratories
and research units
E3 Increase total funds awarded for and
number of graduate assistantships,
endowed scholarships, and fellowships
[T3-2]
E4 Competitive compensation and
support available for GRAs, GTAs, and
GAs [T3-3]
E5 Obtain nationally funded training
grants.
E6 Implement planned funding of
graduate students in interdisciplinary
programs, e.g. Genetics program
E1 Total funding for undergraduate
scholarship support increased [T2-3]
E2 Enhanced funding for undergraduate
student labor opportunities in laboratories
and research units
E3 Increase total funds awarded for and
number of graduate assistantships,
endowed scholarships, and fellowships
[T3-2]
E4 100% of graduate programs offering
competitive compensation and support
packages [T3-3]
E5 Obtain at least one externally funded
training grant.
E6 Increase planned funding of graduate
students in interdisciplinary programs and
the number of such programs
E1 Total funding for undergraduate
scholarship support increased [T2-3]
E2 Enhanced funding for undergraduate
student labor opportunities in laboratories
and research units
E3 Total funds awarded for and number
of graduate assistantships, endowed
scholarships, and fellowships comparable
with aspirational peers [T3-2]
E4 100% of graduate programs offering
competitive compensation and support
packages [T3-3]
E5 Obtain at least three externally funded
training grants.
E6 Increase planned funding of graduate
students in interdisciplinary programs and
the number of such programs
F Increase graduate degrees
awarded
F Increase graduate degrees
awarded
F Increase graduate degrees
awarded
F1 Increase number of masters degrees
awarded
F2 Increase number of doctoral degrees
awarded [B-5]
F1 Masters degrees awarded increased
to 110
F2 Increase number of doctorates
awarded annually to 35 [B-5]
F1 Number of masters degrees awarded
annually comparable to aspirational peers
F2 Number of doctorates awarded
annually comparable to aspirational peers
[B-5]
G Increased scholarship
G Increased scholarship
G Increased scholarship
G1 Increased number of refereed
publications per academic year [T1-4]
G1 Increased number of refereed
publications per academic year [T1-4]
G1 Number of refereed publications per
academic year comparable to aspirational
D2 Improved rates of student satisfaction
with career preparation post-graduation
[T2-7]
D3 All undergraduate students participate
in at least one experiential learning
opportunity prior to graduation [B-8, T22, T4-1]
D4 Number of undergraduate students
participating in study abroad comparable
to aspirational peers [T2-1]
5
PSM – Professional Science Master’s degree. A terminal degree for professionals in the field who desire a mixture of additional training in a scientific field and an understanding of business
management practices. Requires an appropriate internship as a capstone experience.
K-State 2025 Strategic Direction Action Plan and Alignment Template
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Goal 2. Contribute integrated solutions for meeting
and adapting to the “grand challenges” in dryland
plant, animal, and food systems.
1.
2.
3.
4.
5.
6.
7.
8.
9.
Define, target and invest in strategic focus areas of
excellence that position COA/KSRE and the university
as a global leader addressing major “grand challenges”
in agriculture, natural resources, the environment and
related systems.
Establish new, and support existing renowned,
interdisciplinary research programs (or centers of
excellence) to provide global leadership on critical
issues.
Foster and adopt interdisciplinary models and
collaborative approaches to integrate graduate
education, research, and outreach and extension
strengths.
Increase external funding to invest in major research
initiatives and programs.
Develop strong and active partnerships with industry,
government, NGO’s, foundations, and other
organizations to address the “grand challenges” and to
guide the evolution of the COA/KSRE research agenda.
Increase support to assist faculty with external grant
seeking and management activities, including the
preparation and administration of successful large center
or interdisciplinary proposals.
Develop capacity to provide leadership for, and to
respond quickly to crisis situations while also devoting
significant efforts to long-term, paradigm-shifting
objectives.
Strengthen basic research while maintaining excellence
in applied research and implement mechanisms that
facilitate integration of applied and basic research.
Establish a Distinguished lecture series that invites
speakers to challenge and educate faculty, staff and
students on the “grand challenges”.
G2 Identify baseline h-index6 for
publications, faculty and departments,
over previous 20 year period
G3 Increase number of patent
applications
G4 Increase the emphasis on scholarship
in teaching and extension
G2 Increase h-index for publications,
faculty and departments, over previous
20 year period
G3 Increase number of patents issued
G4 Increase the emphasis on scholarship
in teaching and extension
peers [T1-4]
G2 h-index for publications, for faculty
and departments, over 20 year period
comparable to aspirational peers
G3 Royalties from patents comparable to
aspirational peers
G4 Increase the emphasis on scholarship
in teaching and extension
H Increase research/extension
funding and expenditures (grants
and contracts)
H Increase research/extension
funding and expenditures (grants
and contracts)
H Increase research/extension
funding and expenditures (grants
and contracts)
H1 Increase 5 year average grants and
contracts expenditures from $70 million to
$75 million. [T1-2]
H1 Increase 5 year average grants and
contracts expenditures from $75 million to
$85 million. [T1-2]
H1 Increase 5 year average grants and
contracts expenditures from $85 million to
$100 million. [T1-2]
I Identified strategic areas of
excellence [T1-1]
I Expanded strategic areas of
excellence [T1-1]
I Nationally & internationally
recognized strategic areas of
excellence [T1-1]
I1 Develop a process to identify current
and potential strategic areas of
excellence
I2 Develop, plan, and hire initial staff for
programs at the Olathe campus
I3 Identify potential areas for new
interdisciplinary graduate programs
I1 Expand and support existing major
interdisciplinary, multi-institutional,
multinational programs, projects,
institutes, and establish a new one
I2 Implement plan and expand programs
at the Olathe campus
I3 Implement one new interdisciplinary
graduate degree program
I1 Maintain existing major
interdisciplinary, multi-institutional,
multinational programs, projects,
institutes, and establish three new ones
I2 Well-established and recognized
programs at the Olathe campus
I3 Implement a second new
interdisciplinary graduate degree program
J Increased engagement with
stakeholders
J Increased engagement with
stakeholders
J Increased engagement with
stakeholders
J1 Work with main campus/OEIE to
develop a way to rate relevance and track
impact in extension/ engagement
activities and programs, i.e. are the
customers receiving what they want?
J2 Identify number of strategic private
and public sector partnerships that
support teaching, research and/or
extension [T4-3]
J3 Identify underserved and
underrepresented audiences for
engagement in Extension programming
J4 Increase number of faculty and staff
participating in global
activities/international projects [T5-4]
J1 Work with main campus/OEIE to
develop a way to rate relevance and track
impact in extension/ engagement
activities and programs, i.e. are the
customers receiving what they want?
J2 Increase number of strategic private
and public sector partnerships that
support teaching, research and/or
extension [T4-3]
J3 Develop Extension programs for
reaching underserved and
underrepresented audiences
J4 Half of faculty and staff participate in
global activities/international projects [T54]
J1 Work with main campus/OEIE to
develop a way to rate relevance and track
impact in extension/ engagement
activities and programs, i.e. are the
customers receiving what they want?
J2 Number of strategic private and public
sector partnerships that support teaching,
research and/or extension comparable to
aspirational peers [T4-3]
J3 National/international leadership for
Extension programs for underserved ad
underrepresented audiences
J4 75% of faculty and staff participate in
global activities/international projects [T54]
6
The h-index is the number of published papers from an individual (or group) that have been cited at least h times. For example, an individual with 20 published papers that have each been cited at least
20 times would have an h index of 20. An individual with 30 published papers that have each been cited at least 30 times would have an h-index of 30.
K-State 2025 Strategic Direction Action Plan and Alignment Template
Page 5
Goal 3. Enhance the quality of life and livelihoods
of people, their communities and the environment.
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
Develop an institutional culture that supports and values
global engagement and strengthens the integration
between education, research, and extension.
Define and target strategic areas of excellence that
position COA/KSRE as a leader in the health,
development, and well-being of people, families, and
their communities and environment.
Establish/support renowned interdisciplinary centers of
excellence.
Broaden our outreach and strengthen our capacity to be
a leader in extension and engagement reaching diverse
populations and rural, suburban, and urban
communities.
Design and adapt communications and information
delivery channels and incorporate new technologies,
e.g., social media to meet the needs of users.
Identify and engage our stakeholders actively and
regularly as partners.
Transfer technology, generated through COA/KSRE
research efforts, to people who need the knowledge and
can put it to use.
Develop and invest in targeted strategic partnerships
with industry, government, NGOs, and other institutions
involved in research, education, and extension.
Assist Kansas agriculture to produce and process high
quality products that are safe, environmentally
responsible, and respond to changing consumer needs
and desires.
Serve as an incubator for innovative enterprises and
start-up companies in agriculture and related fields.
Enable economically and environmentally responsible
business opportunities for our stakeholders.
Diversify and increase the funding base needed to
adequately support engagement in key issues and the
programming to satisfy our vision.
Design and adapt 4-H programs to meet the changing
needs of our diverse rural & urban populations.
Strengthen the partnership with the College of Human
Ecology to enhance Family & Consumer Sciences
programs for the state.
J5 Develop a plan to incorporate NBAF
staff in research, teaching and outreach
activities within COA/KSRE
J6 Increase the number of counties in
multi-county districts to 50.
J5 Develop a plan to incorporate NBAF
staff in research, teaching and outreach
activities within COA/KSRE
J6 Increase the number of counties in
multi-county districts to 75.
J7 Create a team to develop/promote
collaborative partnerships at the state,
national, and international levels.
J8 Coordinate efforts with the K-State
Office of Corporate Engagement to
strengthen relationships with industry.
J9 Collaborate with the Kansas
Department of Agriculture to explore
enhancing Kansas agriculture and
creating opportunities for faculty and
students.
J7 A team promotes collaborative
partnerships at the state, national, and
international levels.
J8 Continue coordinating efforts with the
K-State Office of Corporate Engagement
to strengthen relationships with industry.
J9 Collaborate with the Kansas
Department of Agriculture to explore
enhancing Kansas agriculture and
creating opportunities for faculty and
students.
J5 Implement a plan to incorporate NBAF
staff in research, teaching and outreach
activities within COA/KSRE
J6 Have as many counties as possible in
multi-county districts, probably a total of
85.
J7 A team promotes collaborative
partnerships at the state, national, and
international levels.
J8 Continue coordinating efforts with the
K-State Office of Corporate Engagement
to strengthen relationships with industry.
J9 Collaborate with the Kansas
Department of Agriculture to explore
enhancing Kansas agriculture and
creating opportunities for faculty and
students.
K Established measures for
determining economic and
societal impact on and
engagement with rural and urban
communities in Kansas [T4-6]
K Increased economic and
societal impact on and
engagement with rural and urban
communities in Kansas [T4-6]
K Increased economic and
societal impact on and
engagement with rural and urban
communities in Kansas [T4-6]
L Become a destination of choice
for diverse, high-performing
faculty and staff
L Become a destination of choice
for diverse, high-performing
faculty and staff
L Destination of choice for
diverse, high-performing faculty
and staff
L1 Increase number of endowed chairs
and professorships to 6 [B-4, T5-2]
L1 Increase number of endowed chairs
and professorships to 8 [B-4, T5-2]
L2 Increase number of National Academy
of Science members from zero to one [B3]
L3 Increase number of nominations for
national and international faculty awards
(includes teaching and advising)
L4 Increase the number of historically
under-represented and underserved
faculty and staff. [T5-5, T5-6]
L2 Increase number of National Academy
of Science members from one to two [B3]
L3 Increase number of national and
international faculty awards received
(includes teaching and advising) [T5-1]
L4 Continue to increase the number of
historically under-represented and
underserved faculty and staff. [T5-5, T56]
L5 Implement plans to recruit faculty/staff
who reflect the demographics of the
regions being served
L6 Implement the program for
recognizing excellence in junior and midcareer faculty
L1 Number of endowed chairs and
professorships comparable to those of
our aspirational peers [B-4, T5-2]
L2 Maintain at least two National
Academy of Science members [B-3]
L5 Develop plans to recruit faculty/staff
who reflect the demographics of the
regions being served
L6 Develop program for recognizing
excellence in junior and mid-career
faculty
K-State 2025 Strategic Direction Action Plan and Alignment Template
L3 Increase number of faculty receiving
national and international faculty awards
(includes teaching and advising) [T5-1]
L4 Continue to increase the number of
historically under-represented and
underserved faculty and staff. [T5-5, T56]
L5 Continue implementing plans to recruit
faculty/staff who reflect the demographics
of the regions being served
L6 Continue implementing the program
for recognizing excellence in junior and
mid-career faculty
Page 6
Goal 4. Build our infrastructure and human
capacity to meet our vision and goals.
Faculty and Staff
1.
Recruit, promote, and retain a high-performing, diverse
COA/ KSRE faculty and staff, with an emphasis on
increased staffing in strategic areas.
2. Pursue interdisciplinary, coordinated “cluster hires” and
joint appointments across departments and with other
colleges and industry in our areas of excellence.
3. Increase the diversity of COA/KSRE faculty and staff,
including women and historically underrepresented
groups.
4. Improve compensation packages, rewards, and support
for high-performing faculty and staff. Particular attention
should be paid to critical staff who may be recruited to
work at the start-up of NBAF, and the resulting shortage
of staff that could result in COA/KSRE.
5. Seek funding for additional endowed chairs and
professorships.
6. Increase numbers of visiting researchers and scholars to
support research and graduate programs
7. Partner with the university to develop clearly defined
compensation structures and career paths for
advancement for all faculty and staff.
8. Increase recognition and awards of outstanding
COA/KSRE faculty and staff.
9. Update annual evaluation and promotion and tenure
(P&T) policies to accommodate the needs of a
collaborative, interdisciplinary culture and align with
university and COA/KSRE strategic plans.
10. Encourage the development of multi-cultural and global
competencies for all faculty and staff.
11. Set expectations for lifelong learning and support all
COA/KSRE faculty and staff in keeping current with
developments in their field and the skill sets needed for
performance excellence.
Facilities and Infrastructure
12. Implement proactive facilities, space, and infrastructure
planning responsive to COA/KSRE evolving needs,
vision, and goals. Create a physical environment that
encourages collaboration and builds synergies.
M Develop financial resources for
advancing professional
development of faculty and staff,
including sabbaticals
M Increased financial resources
for advancing professional
development of faculty and staff,
including sabbaticals
N Department evaluation
documents reward excellence and
align job expectations and
evaluations with 2025 COA/KSRE
and university strategic goals
N Department evaluation
documents reward excellence and
align job expectations and
evaluations with 2025 COA/KSRE
and university strategic goals
M Financial resources for
advancing professional
development of faculty and staff,
including sabbaticals, comparable
to aspirational peers
N Department evaluation
documents reward excellence and
align job expectations and
evaluations with 2025 COA/KSRE
and university strategic goals
N1 Begin review of documents as they
become available in normal five-year
revision cycle
N1 Continue to review documents as they
become available in normal five-year
revision cycle
N1 Continue to review documents as they
become available in normal five-year
revision cycle
O Develop consistent quality
mentoring systems for COA/KSRE
faculty and staff
O Maintain consistent quality
mentoring systems for COA/KSRE
faculty and staff
O Maintain consistent quality
mentoring systems for COA/KSRE
faculty and staff
P Increased quantity, quality and
diversity of space available for
COA/KSRE activities
P Increased quantity, quality and
diversity of space available for
COA/KSRE activities
P Excellent staff, student and
community experience in facilities
that enhance our reputation and
capabilities
P1 Develop a COA/KSRE comprehensive
space and facilities plan
P2 Identify and prioritize COA/KSRE
classroom space to be technology
enabled [T6-1]
P3 Adequately fund established “common
use” facilities or centers for
instrumentation
P4 Establish building committee/initial
design plans for new building to house
agricultural sciences-related centers,
cores, departments, and offices.
P1 Implement the COA/KSRE
comprehensive space and facilities plan
P2 Increase proportion of COA/KSRE
classroom space that is technology
enabled [T6-1]
P3 Establish additional “common use”
facilities and centers for instrumentation
as necessary
P4 Fundraising for new building to house
agricultural sciences-related centers,
cores, departments, and offices.
P1 Complete the COA/KSRE
comprehensive space and facilities plan
P2 All COA/KSRE classroom space
technology-enabled [T6-1]
P5 Design additional projects consistent
with plan
P5 Complete additional projects
consistent with plan
Q COA/KSRE IT policies,
strategies and technologies
support our visions and goals
Q COA/KSRE IT policies,
strategies and technologies
support our visions and goals
Q COA/KSRE IT policies,
strategies and technologies
support our visions and goals
Q1 Optimize collaboration and support
engaging, interactive learning
Q2 Develop a plan to strengthen
connectivity between the Manhattan and
Olathe campuses, Branch Experiment
Stations and County, District, and
Regional extension offices
Q1 Optimize collaboration and support
engaging, interactive learning
Q2 Strengthen connectivity between the
Manhattan and Olathe campuses, Branch
Experiment Stations and County, District,
and Regional extension offices
Q1 Optimize collaboration and support
engaging, interactive learning
Q2 Have good and fast connectivity
between the Manhattan and Olathe
campuses, Branch Experiment Stations
and County, District, and Regional
Extension offices
K-State 2025 Strategic Direction Action Plan and Alignment Template
P3 Establish additional “common use”
facilities and centers for instrumentation
as necessary
P4 Completion of new building to house
agricultural sciences-related centers,
cores, departments, and offices.
Page 7
13. Balance reinvestment in “old” and new buildings and
virtual workspaces.
14. Improve technological capacity across COA/KSRE and
work with the university to develop a university/COA/
KSRE energy plan to accommodate technology use and
growth.
Organizational and Program Development
15. Foster and adopt internal College policies, procedures
and practices that facilitate and accommodate the needs
for interdisciplinary, multi-institutional, and multi-national
approaches and to work, and advocate, for such
changes at the university level.
16. Encourage COA/KSRE departments and faculty to
leverage K-State Olathe.
17. Assess possible opportunities and impacts of the
National Bio and Agro-Defense Facility (NABF) on our
research and education programs, facilities and
infrastructure.
18. Identify and implement needed changes to internal
COA/KSRE policies, processes, services, staffing, and
technology to increase interactions, improve overall
effectiveness, and support our strategic directions.
19. Advocate and support change at the university-level to
improve organizational effectiveness and remove
barriers, particularly in the areas of grants creation,
submission, and execution; collaborative work,
international research, scholarship, engagement, and
human resources.
20. Ensure periodic external peer reviews of departmental
programs, and effective advisory boards.
R Fund Raising and Development
[B.2]
R Fund Raising and Development
[B.2]
R Fund Raising and Development
[B.2]
R1 Total funding for undergraduate
scholarship support increased [T2-3]
and Increase total funds awarded for
graduate assistantships, endowed
scholarships, and fellowships [T3-2]
Total – raise $5 million/year
R1 Total funding for undergraduate
scholarship support increased [T2-3]
and Increase total funds awarded for
graduate assistantships, endowed
scholarships, and fellowships [T3-2]
Total - raise $6 million/year
R1 Total funding for undergraduate
scholarship support increased [T2-3]
and Increase total funds awarded for
graduate assistantships, endowed
scholarships, and fellowships [T3-2]
Total - raise $7.5 million/year
R2 Faculty Enhancement/Research
Total – raise $5 million/year
R2 Faculty Enhancement/Research
Total - raise $6 million/year
R2 Faculty Enhancement/Research
Total - raise $7.5 million/year
R3 Facility Enhancement, Excellence,
and Other
Total – raise $5 million/year
R3 Facility Enhancement, Excellence,
and Other
Total - raise $6 million/year
R3 Facility Enhancement, Excellence,
and Other
Total - raise $7 million/year
Communication and Marketing
21. Promote COA/KSRE as a preferred partner for graduate
education, workforce development, research
partnerships, and technology transfer.
22. Make our programs visible to society at large by
publicizing our achievements and research success.
23. Aggressively communicate the need for increased state
and national support for the research infrastructure
necessary to address our “grand challenges”.
Funding
24. Diversify our funding sources and change our resource
K-State 2025 Strategic Direction Action Plan and Alignment Template
Page 8
allocation model from one based on history to one based
on excellence and our strategic goals. Provide matching
funds for major competitive grants.
25. Increase our endowment pool. Actively seek funding
from public and private sources to support student
scholarships, assistantships, and fellowships; faculty and
staff development, recruitment and retention;
international activities, priority facility projects, and
innovative research, academic, and outreach programs.
26. Clarify college-level support and define department
goals/needs/roles in fundraising.
27. Acquire additional resources to support teaching and
extension in order to reduce the use of research funds to
support these activities.
2025 Linkages
Short Term (1 to 5 Years)
2025 Key Outcomes
2025 Common Elements/Themes
Theme 1: Research, Scholarly and Creative Activities, and
Discovery (RSCAD)
T1- A Increased intellectual and
financial capital to support RSCAD
T1- B More clusters/centers of
collaborative RSCAD focus
T1- C Increased funding for
investigator-based research,
research centers, and graduate
training grants
T1-E Competitive compensation and
support available to GRAs, GTAs,
and GAs
T1- G Successful recruitment,
retention, evaluation, compensation,
and rewards strategies in place to
support RSCAD
T1-H Enhanced visibility and
appreciation for research, discovery,
and scholarly and creative activities
K-State 2025 Strategic Direction Action Plan and Alignment Template
Intermediate (6 to 10 Years)
2025 Key Outcomes
T1-I Intellectual and financial capital
in place for expanded RSCAD efforts
T1-J Greater proportion of nationally
and internationally recognized
award-winning faculty in RSCAD
programs
T1-K Nationally and internationally
recognized research centers
T1-L Recognized for prominent and
productive placement of our
graduates
T1-M Increased participation by
undergraduates in expanded
opportunities for research
Long Term (11 to 15 Years)
2025 Key Outcomes
T1-N Fifty nationally recognized KState researchers, a high proportion
of which are members of their
national academies
T1-O Extramural funding competitive
with our benchmark institutions
T1-P Research and development
expenditures competitive with
benchmark institutions
T1-Q Competitive among our peers
in percentage of undergraduates
involved in research
Page 9
Theme 2: Undergraduate Educational Experience
T2-A Excellent, customized
academic advising and services
available to all students to support
their success and degree completion
T2-B Engaged students benefitting
from high impact educational
practices used by excellent faculty
and staff across the university
T2-C Increased participation by
undergraduates in expanded
opportunities for meaningful
research
T2-E Effective evaluation practices
that recognize and reward teaching,
advising, and life-long
learning/professional development
T2-F Effective system in place that
supports and promotes teaching
excellence
T2-G Successful recruitment and
retention strategies that address our
entire student population
T2-H Improved six-year graduation
rates and retention ratios
T2-J Excellent reputation for high
quality teaching and advising that
prepares students for their
professional, community, social, and
personal lives
T2-K Superior and diverse faculty
recognized for teaching excellence
T2-L All UG students engaged in a
diversity of experiences that expand
their viewpoint
T2-M Increased undergraduate
contributions in the creation of
scholarship through research
T2-N Ongoing improvement of sixyear graduation rates and retention
ratios
T2-0 An undergraduate educational
experience recognized as one of the
best among the nation’s Top 50
Public Research Universities
T2-P Faculty teaching and advising
awards comparable to our
benchmark institutions
T2-Q Freshman to Sophomore
retention ratios comparable to
benchmark institutions
T2-R Six-Year graduation rates
comparable to benchmark
institutions
Theme 3: Graduate Scholarly Experience
T3-A Competitive compensation and
support available for GRAs, GTAs,
and GAs
T3-D Outstanding mentoring for our
graduate students
T3-E Expectation of excellence for
the graduate scholarly experience
T3- F Increased capacity to secure
funding for graduate research and
teaching
T3-H Expanded partnerships with
industry and government to provide
high level learning and experiential
training opportunities for graduate
students
T3-I Increased participation by our
graduate students in unique high
level learning and experiential
training
T3-J Expanded reputation for
outstanding graduates with the
critical skill sets needed to excel in
their careers in a global environment
T3-K Increased funding for graduate
research and teaching
T3-L Increased number of nationally
and internationally recognized award
winning graduate faculty
T3-M Increased number of
Doctorates Awarded
T3-N National and international
reputation for outstanding graduates
with demonstrable career success
T3-O World-class reputation as a
preferred destination for outstanding
graduate students
T3-P Stable funding for graduate
research and teaching competitive
with benchmark institutions
T3-Q Doctorates Awarded
comparable with benchmark
institutions
K-State 2025 Strategic Direction Action Plan and Alignment Template
Page 10
Theme 4: Engagement, Extension, Outreach, and Service
T4-B Increased participation by
undergraduates in expanded
opportunities for meaningful
Engagement experiences
T4-C Increased recognition of our
services as a source of expertise,
information, and tools for disciplines
worldwide
T4-E Increased extramural funding
for Engagement initiatives at the
local, state, national, and
international level
T4-F Recognition as leaders in
Engagement within our state and
nation
T4-G Enhanced visibility and
appreciation for Engagement and its
interconnectedness with research
and education within our university
community
T4-H Exposure on a national level as
a leader/partner engaged in
significant social, political, health,
economic and, environmental issues
T4-L All undergraduate students
engaged in at least one
engagement/service learning project
T4-J Increased number of graduate
students involved in Engagement
T4-K Increased appreciation by KState graduates for lifelong
involvement in engagement and
service
T4-N Nationally recognized as a
leader in and model for a re-invented
and transformed land –grant
university integrating research,
education, and engagement
T4-O Nationally and internationally
recognized as leaders in
Engagement on a global scale
T4-P Recognized as a leader in
Engagement reaching both rural and
urban communities
Theme 5: Faculty and Staff
T5-1 Total compensation competitive
with aspirant university and regional
employers for faculty and staff in
high priority areas
T5-C Career-long learning
recognized by the university and its
employees as a shared value and
responsibility
T5-D Effective evaluation processes
that result in accountable faculty and
staff with a clear understanding of
their job expectations and how they
contribute to the University’s mission
T5-E Total compensation
competitive with aspirant university
and regional employers for all
employees
T5-F Faculty and staff current with
developments in their fields and the
skills needed to achieve excellence
in performing their jobs
T5-G Successful recruitment and
retention of a talented and high
performing, diverse workforce
T5-H Talented and high performing,
diverse workforce recognized for
excellence and award-winning
faculty and researchers
T5-I Stable funding available for
recruitment and retention of top level
faculty and staff
Theme 6: Facilities and Infrastructure
T6-A Responsive, timely, and
strategic facilities services aligned
with campus operational needs as
well as future planning and
implementation
T6-C Robust and reliable
information technology ensuring
T6-D Adequate office space for all KState employees equipped to
support their work and productivity
T6-E Enhanced campus community
experience and collaborative
learning and working environments
promoted by facilities that support
T6-G High quality, technology
enabled, flexible and adaptable
classroom space appropriate to the
evolving needs of the learning
environment and readily available to
K-State faculty and students
T6-H High-quality research
K-State 2025 Strategic Direction Action Plan and Alignment Template
Page 11
business continuity and consistent
with the achievement of the highest
quality levels of support for research,
instruction, student services, and
administration
Common Elements:
CE-1: Communication and Marketing
CE-3: Diversity
CE-4: External Constituents
CE-5: Funding
CE-6: International
CE-7: Sustainability
CE-8: Technology
multidisciplinary work and integrated
interaction between students, faculty,
researchers, staff, and
administrators
T6-F Efficient, reliable, and costeffective central and building utilities
with the capacity for expansion as
needed to support campus needs
and guarantee the safety, comfort,
and integrity of our research, animal,
and human environments
laboratories and specialty spaces
that enhance research and scholarly
activities
T6-I Well-maintained buildings,
utilities, IT infrastructure, and
grounds consistent with the
expectations and image of a highly
ranked land grant research and
teaching institution
T6-J An excellent campus
community experience supported by
facilities and landscapes that
enhance social interaction, learning
and collaboration
3. Identify the K-State 2025 Visionary Goal key benchmarks (metrics) that are supported by your action and alignment plan (please check all that apply).
☒ Total research & development
expenditures
☒ Endowment pool
☒ Number of National Academy members
☒ Number of faculty awards
☒ Number of doctorates granted annually
☒ Freshman to sophomore retention rate
☒ Six-year graduation rate
☒ Percent of undergraduate students involved in research
☐ None
4a. What resources and/or opportunities exist for your College/Major Unit to achieve its vision and outcomes?
Response:
The College of Agriculture/K-State Research and Extension (COA/KSRE) have talented faculty and staff who will work hard to implement our vision and goals.
COA/KSRE is funded by a mix of state, federal, county, grant, contracts and private dollars.
The College has an enviable national reputation in teaching students, with great nationwide recruitment and student leadership development.
The College has the only Diversity Programs Office of any agriculture college in the Big 12 and the office is 10 years old.
The College has strong advising and works hard at retention and providing services to students.
The College has very successful and nationally known judging and competition teams.
COA/KSRE has a great Development team.
COA/KSRE has a powerful Communications Department which helps share our successes far and wide.
KSRE has a strong and fairly well-funded Extension system, in cooperation with the state’s counties and Extension Districts.
KSRE has research fields, stations, and centers strategically located throughout Kansas, which provides for targeted research to support our state’s agricultural
industry.
K-State 2025 Strategic Direction Action Plan and Alignment Template
Page 12
4b. What resources and/or opportunities are needed for your College/Major Unit to achieve its vision and outcomes?
Response:
To achieve the goals laid out in the plan, COA/KSRE will need:
Additional faculty lines to support our strong enrollment
Incentives to recruit and retain high-performing faculty, including compensation packages, endowed chairs/professorships and startup packages
Funds to reward our great unclassified and classified staff, so we can attract and retain the best staff
Funds to expand our diversity programs
Improvements in facilities and research infrastructure
State and Foundation funds for scholarships, graduate student tuition waivers and stipends
5.
How do you propose to acquire the resources needed for you College/Major Unit to accomplish the vision and outcomes?
Response:
Request central administration to provide additional faculty and instructor lines
Request central administration to provide improvements in facilities and research infrastructure
Pursue development opportunities to raise funds for scholarships and endowed positions
Pursue grant opportunities to create more funding for teaching, research, and extension activities
Pursue development opportunities to meet teaching, research, and extension needs.
K-State 2025 Strategic Direction Action Plan and Alignment Template
Page 13
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