We are pleased to present the 2015–2020 Purdue University College of Agriculture Strategic Plan. Our 2009–2014 strategic plan provided an important roadmap for our College’s success over those five years. Building on that success, we began the process of developing our next plan in the fall of 2014 by assembling a 35-member task force made up of faculty members, staff members, and students broadly representative of our College. Five teams were formed: Undergraduate Education, Research and Graduate Education, Engagement/Extension, International, and Climate/Community—and each team began working through a series of questions organized in the following framework:
Understanding Our World/Assessing Our College
- Looking Outside: What are the most important opportunities and significant threats/challenges you see for Purdue Agriculture?
- Looking Inside: What are the most important strengths Purdue Agriculture has to build on and what are our most significant weaknesses/barriers to success that must be addressed?
Defining Global Leadership
- What are the most important attributes of global leadership—what does it look like?
Making It Happen
- What goals/measures of success for Purdue Agriculture would reflect global leadership?
- What bold initiatives and specific actions should we take to move Purdue Agriculture to a position of global leadership?
To help answer these questions, the Task Force teams conducted multiple surveys of the faculty, the staff, and students, and (with much help from the Purdue Extension staff) held 27 listening sessions around Indiana, engaging nearly 800 stakeholders, to learn more about their key opportunities and challenges and what changes and investments would help position us to better meet their needs and expectations.
The Task Force used the information gleaned from these surveys, listening sessions, and other sources to develop the first draft of the strategic plan, which was vetted both inside and outside the College during April 2015. Three open forums on the draft plan were attended by more than 100 faculty, staff, and students, with others around the state participating online. These forums generated a number of thoughtful, pertinent observations that helped us produce the final version of the plan.
My thanks go to all the Task Force members who contributed so much to this effort and to all whose input helped us shape this plan. With much momentum generated by implementation of our last strategic plan, our 2015–2020 strategic plan is a bold roadmap for taking the College to even higher levels of excellence in all we do.
Jay T. Akridge
Glenn W. Sample Dean of Agriculture