Page 9 - Strategic Plan

The third Strategic Priority is to strengthen/ expand Strategic Partnerships at All Levels. Its outcomes are to leverage physical, human, and financial resources to enhance TREC’s ability to compete and contribute to the local and global agricultural economy by strengthening its exist- ing programs to address new challenges in a more informed and innovative manner; to develop more cross-disciplinary interactions and relationships; and to create wider adoption, application, and use of research outputs and outcomes.
The fourth Strategic Priority is to increase TREC’s Visibility to Various Stakeholders. The princi- pal outcome of this priority is to improve TREC’s stature and recognition locally, nationally, and in- ternationally for its innovative work in natural re- sources and tropical/subtropical fruit, vegetable, ornamental and agronomic crop production.
The fifth Strategic Priority is to improve the Trans- parency and Accountability of TREC’s Work. The outcomes of this priority are to make TREC’s re- search outputs more useful and delivered to the right people in the right format at the right time, to facilitate feedback, and to generate research and extension outputs that are accessible, easy to understand, and encourage real changes in pro- cess, practice, and thinking.
Implementation Strategy
TREC will implement the Plan in two phases from 2019 to 2025. In the first phase from 2019 to 2022, TREC’s current research priorities and ac- tivities will be reviewed, and an action plan will be developed to adjust priorities and activities for TREC’s core programs, and identify key resource, personnel, and infrastructure needs. In the sec- ond phase from 2022 to 2025, TREC personnel will consolidate, develop, and implement its proposed actions to achieve its goals and expected results.
TREC’s faculty and staff will pursue several strat- egies to implement the Plan. They will remain actively engaged with other relevant faculties and centers of UF to improve coordination and strengthen internal partnerships; improve IFAS leadership roles for TREC personnel; strengthen the alignment of teaching, research, and innova- tion; expand partnerships with institutions both nationally and internationally that work in natural