Page 41 - Strategic Plan

3.1 Key Elements
We will implement our Plan in two phases over a six-year period – 2019 to 2025. The first phase will be from 2019 to 2022, in which we will review our current research priorities and activities, develop a plan of action, adjust our priorities and activities to address the key research and extension pri- orities in our core programs, and identify our re- source (financial, infrastructure, staff, and strate- gic partnerships) needs. The second phase will be from 2022 to 2025, in which we will consolidate, develop, and implement our proposed actions to achieve our goals and expected results, and review our achievements at the end of the Plan period. In each phase, TREC will remain actively engaged with other relevant departments and centers of the University, with the objectives of improving our coordination; strengthening internal partnerships; developing synergy; and strengthening our align- ment of teaching, research, and extension agen- das.
We will develop an annual work plan as per each core program that will detail activities, responsi- bility for implementation, and expected results for achievement as part of this strategy. Where feasi- ble, the work plan will also include resources avail- able for the activities, including funding from UF and from external sources.
3.2 Leadership, Management, & Administration
Our Plan supports an enhanced and more pro-ac- tive role of TREC and its leadership to achieve high- er levels of performance and greater effectiveness. We will pursue a strategic identity that is both pre- cise and comprehensive – one that defines the new vision, communicates the strategy, embodies the culture with room for growth, inspires our staff, ex- cites our partners, and engages our stakeholders. Our leadership will incorporate advocacy, mento- ring, and guidance into its day-to-day operations while maintaining a balance between the social, cultural, environmental, and economic aspects of agriculture and natural resource management piv- otal to our success.
We recognize that management and leadership in institutions of the 21st century require attributes that are both similar to and different from those of
the past. While integrity, courage, vision, and de- termination are unchanging leadership qualities of today’s leaders, our leadership must also deal with the uncertainty and complexity of a global- ized world. Our leadership will ensure that TREC operates in a culture of flexibility, commitment, teamwork, and service. In addition, our leadership should inspire trust, clarify purpose, align systems, and unleash the talent of our faculty and staff. These imperatives are key to sustained superior performance. TREC’s administration will therefore always seek to promote operational efficiency; pru- dent financial management; and relationships with stakeholders based on participation, transparency, and accountability. Our daily work will also have a sense of urgency in the delivery of the results of work carried out and accountability to our stake- holders.
Our new model of management will help to en- sure that the three pillars of the original land-grant model – teaching, research and extension – are consolidated, integrated, improved, and innova- tive. We will have frequent meetings with all fac- ulty and staff on an as-needed basis to share in- formation, improve transparency, adjust our work program based on emerging needs, and assign the appropriate resources to deal with unanticipated situations.