Strategic Plan2014-2019

COLLEGE OF AGRICULTURE AND HUMAN SCIENCES

September 2014

Table of ConTenTsCore Values 1Land Grant Institutions and the PVAMU Legacy 2History of the CAHS 3Facilities and Resources 4Academic Degree Programs 6Research and Extension Programs 8Our Competitors 10Student Recruitment and Retention 10Overview 12Strategic Plan 2014-2019 14

Mission 16 Education Vision 1 18Education Vision 2 20Applied Community Outreach Vision 3 22Applied Community Outreach Vision 4 24

Strategic Planning Process Timeline 26Acknowledgements 28Stakeholders 29 Strategic agility is the key to staying ahead of the curve and quickly adapting to

change in a fast-paced technological society. Our environment continuously redefines the opportunities in agriculture for the next generation of tech-savvy critical thinkers ready to address the burgeoning problems that face our nation over the years to come. The CAHS difference is that we truly care about the quality of life for our students and the citizens of this great state. This plan demands that we stay attuned to the needs of the community in a way that is innovative and forward thinking towards a global perspective. The readiness and willingness of the College of Agriculture and Human Sciences to raise the bar will determine the future success of our organization. Let us join together and embrace a common purpose.

Alton B. Johnson, Ph.D. Dean and Director of Land-Grant Programs

The Comprehensive Agriculture Complex slated to break ground in 2015 will feature a rodeo arena, greenhouse and agri-business incubator located on the 778-acre farm.

Message from the Dean

COLLEGE OF AGRICULTURE AND HUMAN SCIENCES

Core ValuesexCellenCeWe openly express our pride in the history of our beloved institution and traditions built on the ideology of teaching, research and service.

We commit to a first class experience for all students, faculty and staff by investing in their lifelong intellectual development. We instill confidence in our students by promoting their success academically, personally, and professionally.

The integrity of our programs is founded on an environment in which our students and faculty thrive personally and intellectually.

serviCe and CommuniTyOur greatest asset and most valuable commodity is people. We consider it our duty to make a difference in their lives by empowering them with solutions that are customer driven.

Accessibility and transparency will be our tools to foster collegiality, engagement, diversity and collaboration among those who make up our community–students, faculty, and staff, as well as the people connected to us through our local community, the state of Texas, our nation, and the world.

menTorshipWe believe in the power of personal development and empowerment to help individuals progress through education, inspire them to believe in themselves and boost their confidence.

We will ask questions and challenge future leaders while providing guidance and encouragement in order to explore new ideas with confidence. These leaders will examine current issues, opportunities and instill enthusiasm in scholarly endeavors with enthusiasm.

susTainabiliTyWe believe everything that we need for our survival and well being depends on the delicate balance of our natural environment. Through innovation and discovery we will assist our community to create and maintain the conditions under which people and nature can exist in productive harmony for present and future generations.

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Land-Grant Institutions and The PVAMU LegacyLand-grant institutions are often categorized as 1862, 1890, and 1994 institutions, based on the date of the legislation that designated most of them with land grant status.

The purpose of the first Morrill Act 1862 was to provide educational opportunities to the working class without excluding other scientific and classical studies including military tactic, to teach such branches of learning as are related to agriculture and the mechanic arts.

Under the act, each eligible state received a total of 30,000 acres of federal land, either within or contiguous to its boundaries, for each member of congress the state had as of the census of 1860. This land, or the proceeds from its sale, was to be used toward establishing and funding the educational institutions described above. Under provision six of the Act, “No State while in a condition of rebellion or insurrection against the government of the United States shall be entitled to the benefit of this act,” in reference to the recent secession of several Southern states and the currently raging American Civil War.

The 1890 land-grant institutions are historically black universities that were established under the Second Morrill Act of 1890. The 1890 land-grant institutions programs are intended to strengthen research, extension and teaching in the food and agricultural sciences by building the institutional capacities of the 1890 Institutions:

• The 1890 InsTITuTIon TeachIng and ReseaRch capacITyBuIldIng gRanTs pRogRam strengthens teaching and research programs in the foodand agricultural sciences through cooperative linkages with federal and nonfederal entities.

• The evans-allen 1890 ReseaRch FoRmula pRogRam supports basicand applied research at the 1890 institutions in the food and agricultural sciences.

• The 1890 exTensIon FoRmula pRogRam supports extension educationprograms that respond to the changing needs of limited resource clientele.

• The 1890 FacIlITIes gRanT pRogRam provides funds for the acquisition andimprovement of agricultural and food sciences facilities and equipment, including libraries, sothat the institutions may participate fully in the production of human capitol in the food andagricultural sciences.2

The History of CAHSThe College of Agriculture and Human Sciences has had its roots firmly established at Prairie View A&M University since 1879 when the University’s academic curriculum was expanded to include agriculture and home economics.

The College of Agriculture and Human Sciences is unique in that it operates in the true land-grant tradition of teaching, research and service through its academic, extension and research components. The College offers a diverse curriculum to students through its Department of Agriculture, Nutrition and Human Ecology and prepares them to respond effectively to complex social issues relating to the food, agricultural, human and natural resource sciences.

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The Agriculture Tripartite

College of agriCulTure and human sCienCesAlton B. Johnson, Ph.D., Dean and Director of Land Grant Programs

Claudine Gee, Director of Fiscal Operations

LaRachelle Smith, Director of Marketing, Communications, Planning, Development, & Information Technology

Laura Carson, Assistant Director for Compliance, Undergraduate Research, and Student Success

Gail Long, Director of Special Projects and Coordinator of Staff Development

Neal Baines, Administrative Officer

Horace Hodge, USDA Liaison Program

Academics Research ExtensionSolutions for the Next Generation of Agriculture and Human Sciences Professionals

The deparTmenT of agriCulTure, nuTriTion and human eCology is dedicatedto excellence in teaching, research and service with a commitment to quality in academic programs that contribute to student success.

Kwaku Addo, Associate Director and Department Head

Undergraduate Programs

Graduate Programs

Student Organizations

Student Recruitment & Outreach Kelley Redmon-Williams, Interim

Student Retention Wash Jones, Chief Academic Advisor

Addressing the Human Dimension of Science

The CooperaTive agriCulTural researCh CenTer expands theknowledge base of extension programming and incorporates research into student academic development.

Ali Fares, Interim Associate Director

Animal Systems Research Gary Newton

Food Systems Research Eric Risch

Natural Resources & Environmental Systems Research

Plant Systems Research Godson Osuji

Social Systems and Allied Research

Demonstration Farm (Research, Education & Extension) Eustace Duffus

Creamery

International Goat Research Center

Meats Laboratory

Poultry Center

Meeting Needs…Changing Lives

The CooperaTive exTension program delivers practical research-basedprograms to Texas citizens in 36 rural and urban counties.

Carolyn Williams, Associate Administrator

Agriculture and Natural Resources Billy Lawton

Community & Economic Development Jimmy Henry

4-H & Youth Development Rukeia Draw-Hood

Family and Consumer Sciences Jacquelyn White

External Research, Extension & Education Locations County Extension Personnel, Work cooperatively with Texas A&M AgriLife Extension and county governments.

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NEW ACADEMIC BUILDING

JESSIE & MARY GIBBS JONES AGRICULTURE RESEARCH BUILDING

INTERNATIONAL GOATRESEARCH CENTER

GOVERNOR BILL & VERA DANIELSFARM AND RANCH ENTRANCE

A. N. POINDEXTERVETERINARY CLINIC GREENHOUSE

CARDEN-WALLER COOPERATIVE EXTENSION BUILDING BABY DOME

SWINE COMPLEX

POULTRY COMPLEX

FARM MANAGER OFFICE

PVAMU CAMPUSENTRANCE

PVAMU WEATHER STATION

PROPOSEDRODEO ARENA

MAY HALL

NEW ACADEMIC BUILDING

JESSIE & MARY GIBBS JONES AGRICULTURE RESEARCH BUILDING

INTERNATIONAL GOATRESEARCH CENTER

GOVERNOR BILL & VERA DANIELSFARM AND RANCH ENTRANCE

A. N. POINDEXTERVETERINARY CLINIC GREENHOUSE

CARDEN-WALLER COOPERATIVE EXTENSION BUILDING BABY DOME

SWINE COMPLEX

POULTRY COMPLEX

FARM MANAGER OFFICE

PVAMU CAMPUSENTRANCE

PVAMU WEATHER STATION

PROPOSEDRODEO ARENA

uniTs

pvamu Campus faCiliTies

Agriculture Kwaku Addo, Program Coordinator

Human Nutrition and Food Beverly Copeland, Program Coordinator

Graduate Human Sciences Richard McWhorter, Program Coordinator

Dietetics Internship Program Sharon McWhinney, Program Coordinator

Advanced Spatial Technologies Unit (PV-AST) Ram Ray, Unit Leader

Biometrics and Agricultural Statistics Unit Yoonsung Jung, Unit Leader

Risk Management & Policy Unit Alfred Parks, Unit Leader

CooperaTive exTension program The CAHS strategic plan is keen on the USDA Texas StrikeForce Initiative which is a program that aims to increase resources in rural communities by providing technical assistance to the 96 pre-determined counties in the State that register on the 2010 census with consistent poverty. We are committed to rearrange our current resources around these designated counties over the next five years and provide necessary support and services to the underserved communities to improve their quality of life. Currently, the Cooperative Extension Program is present in 36 counties of which 18 are a part of the StrikeForce initiative.

While the CAHS provides services to all citizens of Texas as a Land Grant college, it particularly works to enhance economic opportunities for limited resource citizens in the state. Our endeavor will span over the ninety-six USDA StrikeForce counties to help enhance rural growth and opportunity.

Current Locations Prospective Locations 5

Academic Degree ProgramsWe are strengthening our academic programs by revamping our degree offerings. Our emphasis on re-building the curriculum has presented the opportunity to strengthen our ability to deliver Bachelor of Science degrees in both Agriculture and Dietetics. We currently have one graduate level degree in Human Science with a focus on marriage and family therapy.

baChelor of sCienCe in agriCulTuremajor: agricultureanImal scIence and anImal scIence (pRe-veT TRack) is appropriate for students who are passionate about the welfare of animals and careers upon completion of Veterinary, Medical or Graduate School. This option applies to the production management and distribution of livestock for food, fiber and recreation. As the world’s human population grows, so does the demand on resources like protein and nutrients. That demand creates a drive to seek solutions to a productive and sustainable animal agricultural system that a degree in animal science will provide.

agRIBusIness will open many doors to an exciting and rewarding future introducing topics such as domestic and international food systems, global markets and international trade, analytical tools for business forecasting, production economics, and the economics of the life sciences.

planT and soIl scIences focuses on protecting and restoring the environment. Careers in both public and private sectors as laboratory technicians can be rewarding. In addition, jobs in natural resource inventory, land use planning and management offer a variety of interesting and challenging opportunities.

agRIculTuRal scIence (TeachIng) is for the future educator who aspires to teach the benefits of an agricultural career. Agriculture educators advocate for the study of agriculture, food and natural resources. They teach a wide variety of skills, including sciences, math, communications, leadership, management and technology.

baChelor of sCienCe in dieTeTiCsmajor: human nutrition and fooddIeTeTIcs offers opportunities in a challenging biological field. In addition to nutritional sciences and food science, you will study bacteriology, physiology, chemistry and biochemistry. An interest in food science is important because it involves helping people select and obtain food to nourish improve and maintain healthy bodies. A dietitian usually works in a teaching or supervisory role, educating individuals or groups how to improve eating behavior. Many times they have the responsibility of hiring and training employees in food production as a food and nutrition manager. This option also assists individuals dealing with healthy choices to eradicate or eliminate their risk for chronic illness and disease.

Food seRvIce managemenT is the application of science and engineering to the production, processing, distribution, and evaluation of food. Food scientists work to discover new food sources, develop new methods of food processing, develop futuristic foods for space travel, study chemical compositions of foods on the grocery shelf and unravel the complexities of a foodborne disease, or identify some of the chemical compounds responsible for a special flavor.

Wellness and nuTRITIon addresses unmet needs in the health care field for individuals interested in serving as health educators. The knowledge and expertise gained by this option incorporates nutrition with physical activity, and promoting healthy lifestyles.

masTer of sCienCe in human sCienCemaRRIage and FamIly sTudIes is predicated on the needs of its target clientele to provide knowledge in an area that has a high impact on the overall well-being of couples, families and the community especially the underserved population that includes single parent families, underscored by a low rate of marriages and high rates of divorce. At the graduate level, the program provides a strong understanding of counseling principles and strategies to prepares students seeking licensure as a Marriage and Family Therapist or a professional counselor in the state of Texas. Through practical instruction students also gain experience recognizing mental and emotional disorders and resolving marriage and family conflict related to divorce, child rearing and family structure.

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agriCulTure Ali Fares, Ph.D., Professor

Richard Griffin, Ph.D., Professor

Alfred Parks, Ph.D., Professor

Freddie Richards, Ph.D., Professor

Victor Stanley, Ph.D., Professor

Annette James, Ph.D., Assistant Professor

Wash Jones, Ph.D., Assistant Professor

Oluwagbemiga Ojumu, Ph.D., Adjunct Assistant Professor

Eric Risch, Ph.D., Adjunct Assistant Professor

Rahmat Attaie, Ph.D., Adjunct Instructor

Milton Daley, Ph.D., Adjunct Instructor

Barbara Johnson, DVM, Adjunct Instructor

nuTriTion Sharon McWhinney, Ph.D., Professor

Elizabeth Noel, Ph.D., Professor

Beverly Copeland, Ph.D., Assistant Professor

Lorna Doore, M.S., Adjunct Instructor

Faye Walker, Adjunct Instructor

family and CommuniTy serviCesMinnie Cyrus, M.S., Adjunct Instructor

Doris Morgan-Bloom, M.S., Adjunct Instructor

T. Abrom-Johnson, M.S., Adjunct Instructor

human sCienCeRichard McWhorter, Ph.D., Assistant Professor

Ronald Briggs, Ph.D., Adjunct Instructor

Eustace Duffus, Ph.D., Adjunct Instructor

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Research and Extension ProgramsThe CAHS organization demonstrates an integrated approach to science that directly address the priority demands of our citizens while maintaining alignment with the priority areas of the National Institute of Food and Agriculture (NIFA). In the next five years, the focus of our work is reflected in the 2014 Plan of Work, the list of proposals submitted for NIFA capacity building grant funds and NIFA’s Current Research Information System (CRIS) projects:

food safeTy• IntegratingNovelBiopolymersintoMicrobialEnteropathogen-reductionStudies

(ChitoBiOMEs)

• BRAINS:CBG–BioinformaticsResearchforAgricultureINNovativeStudents

oTher nifa prioriTy areas addressed either by theCooperative Extension Program or the Cooperative Agricultural Research Center individually include:

• LivestockProduction(Extension)

• CropandForageProduction(Extension)

• WaterManagement(Research)

• CommunityResourceandEconomicDevelopment(Extension)

• ChronicHealthandWellness(Extension)

• FosteringStrongFamilies(Extension)

• LifeSkillsforYouth(Extension)

• AdultLeadershipandVolunteerDevelopment(Extension)

• EconomicsandManagementforSustainableAgriculture(Extension)

• iabetesEducation(Extension)

• ParentingandDependentCare(Extension)

• ChildPassengerSafety(Extension)

• FamilyFinancialSecurity(Extension)

food seCuriTy and hunger• EstablishanIntelligentEquipmentLabforPrecisionAgricultureatPrairieView

A&M University

• AcquiringLaboratoryInstrumentationforFoodEducation(ALIFE)

• StrengtheningTexasGoatProductionSystems

ClimaTe Change• BusinessesinDevelopment(BID)CertificationProgram

• DatabaseCollectionandEvaluationtool

eConomiCs and managemenT for susTainable agriCulTure• TheRenewableResourcesExtensionAct(RREA)

• EstablishingaNovelLivestockDiagnosticInformationDeliverySystem

• EcologicallyBasedPastureManagementSystemsforEastCentralTexas

• EstablishmentofanAgriculturalRoboticsLabatPrairieViewA&MUniversity

• HydrologicInfluencesonSoilOrganicCarbonLossMonitoringUsingStableIsotopes

• ArtificialCellulaseTypeCatalystsforCellulosic-EthanolProcess

• LivestockandMeatQuality,Safety,andProductivity

Childhood obesiTy• Medicinalplantsestablishmentandgenomics,metabolomics,andbiochemical

characterization of their anti-obesity and anti-diabetic dietary constituents

• EnhancingExperientialExperiencesinNutritionandHealth

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Scientists and SpecialistsThe following scientists and specialists construct the curriculum for the programs and research conducted by agents in the 36 Texas counties.

environmenTal sysTemsAli Fares, Ph.D., Senior Research Scientist

Ripendra Awal, Ph.D., Research Scientist

Richard Griffin, Ph.D., Research Scientist

Annette James, Ph.D., Research Scientist

Ram Ray, Ph.D., Research Scientist

planT sysTemsMing Gao, Ph.D., Senior Research Scientist

Godson Osuji, Ph.D., Research Scientist

Aruna Weerasooriya, Ph.D., Research Scientist

Peter Ampim, Ph.D., Research Scientist

food sysTems Eric Risch, Ph.D., Research Scientist

Rahmat Attaie, Ph.D., Research Scientist

Velva McWhinney, Ph.D., Research Scientist

Adela Mora-Gutierrez, Ph.D., Research

Scientist

animal sysTems Gary Newton, Ph.D., Research Scientist

Louis Nuti, Ph.D., Research Scientist

Victor Stanley, Ph.D., Research Scientist

Shaye Lewis, Ph.D., Research Scientist

William Foxworth, Ph.D., Research Scientist

Flavio Ribiero, Ph.D., Research Scientist

Barbara Johnson, DVM, Research Veterinarian

soCial sysTems Alfred Parks, Ph.D., Research Scientist

sTaTisTiCal analysis Yoonsung Jung, Ph.D., Research Scientist

CommuniTy and eConomiC developmenTJimmy Henry, M.S., Program Leader

Christopher Cotton, M.S., Program Specialist

family and Consumer sCienCesJacquelyn White, Ph.D., Program Leader

Danielle Hairston-Green, M.A., Program

Specialist

Sabrina Simon, M.S., Program Specialist

Dawn Burton, M.S., Health Coordinator

4-h and youTh developmenTRukeia Draw-Hood, Ph.D., Program Leader

Samuel Roberson, Ph.D., Program Specialist

Joice Jeffries, Ph.D., Program Specialist

agriCulTure and naTural resourCesBilly Lawton, M.Ed., Program Leader

Nelson Daniels, Ph.D., Program Specialist

Kellye Thompson, DVM, Program Specialist

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Our CompetitorsWe compared our program to other state universities and land-grant institutions from those ranked best in the nation to best in the state. The highlights indicate majors or the equivalent major offered in the Prairie View A&M University CAHS.

Student Recruitment and RetentionIn the CAHS we will target prospective students

interested in careers in animal science, health care,

non-traditional holistic medicinal options,

agricultural business and teaching for possibilities

which open doors in unlimited areas of the business

world. These students can be found in agricultural high

school programs and organizations. The college

will grow its academic program by establishing

relationships with these groups and charitable

community organizations whose mission is to place

young people on a path towards successful career

options related to agriculture. Notably, our most

viable resource has been PVAMU alumni whose

children are encouraged from a very early age to

pursue an education at their parent’s alma mater.

Current enrollment in the CAHS stands at

approximately 350 students as of the writing

of this strategic plan. Compared to other

institutions in the State of Texas, the CAHS ranks

competitively. Interestingly, agriculture is on

the decline for consideration as a viable career

choice among minority communities. In order to

remain competitive, it is essential that the college

continuously scans the horizon and examines its

organizational culture to stay ahead of the trends

in research and industry. Forward thought, critical

thinking and strategic agility are necessary to

guide the CAHS to solutions for the increasingly

complex and interdependent societal needs in the

future of agricultural sciences.

leading Texas in programenrollment is Texas A&M University’s College of Agriculture and Life Sciences. Here is a listing of the majors it has to offer.

MajorsAgribusiness

Agricultural Communications and Journalism

Agricultural Economics

Agricultural Leadership and Development

Agricultural Science

Agricultural Systems Management

Agronomy

Animal Science

Biological and Agricultural Engineering

Biochemistry

Bioenvironmental Sciences

Community Development

Dairy Science

Ecological Restoration

Entomology

Environmental Studies

Food Science and Technology

Forensic and Investigative Sciences

Forestry

Genetics

Horticulture

Nutritional Sciences

Poultry Science

Rangeland Ecology and Management

Recreation, Park and Tourism Sciences

Renewable Natural Resources

Spatial Sciences

University Studies

Wildlife and Fisheries Sciences

leading naTionally, University ofWisconsin Madison boasts 87 percent of College of Agriculture and Life Sciences graduates with full-time jobs who are working in fields directly related to their degrees. Here is a view of its degree offerings.

MajorsAgricultural and Applied Economics

Agricultural Business Management

Agronomy

Animal Sciences

Biochemistry

Biological Systems Engineering

Biology

Community and Environmental Sociology

Dairy Science

Dietetics

Entomology

Environmental Sciences

Food Science

Forest Science

Genetics

Horticulture

Individual Major

Landscape Architecture

Life Sciences Communication

Microbiology

Nutritional Sciences

Plant Pathology

Poultry Science

Soil Science

Wildlife Ecology

Agricultural

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We can leverage our strength in that we accept students who may need an opportunity at a second chance. We provide the one-on-one assistance needed and we can relate to the

issues our students face on a sensitivity level that others may not be equipped to address. The CAHS is sensitive to the needs of prospective students and in our efforts to recruit the

brightest stars; we don’t overlook anyone’s potential. That is the legacy of PVAMU. We care!Once we convince our target population of opportunities that await them in Agriculture, retention becomes the critical goal. Over the past five years, the CAHS has focused on

strategies to bolster its retention rate. This includes streamlining and strengthening the curriculum with proposed changes presented to the PVAMU Academic Council early 2014.

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imagine 6 million people—the total population of a small state like Louisiana or Mississippi—living below the poverty level. Picture the reality

where access to healthy food options is a struggle, education is sub-standard, family life is fragmented, and living conditions are unsafe. The US Census reveals there

are nearly 8.4 million Texas citizens living below the poverty level with a family of four on a household income of roughly $41,000 annually. Who can they turn to for

solutions to the problems they face in their daily lives? Who can relate to their needs and is willing to do the work necessary to improving their quality of life?

Overview

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We believe the College of Agriculture and Human Sciences (CAHS) at Prairie View A&M University (PVAMU) can

assist in providing solutions for underserved citizens in the state of Texas. Whether we are educating students in

the classroom, discovering viable solutions through laboratory research or working in the community, we provide

measurable impact towards sustainable living. The daunting challenges that face our nation and the world underscore

the value in land-grant institutions like PVAMU poised to provide solutions that address society’s agriculture needs.

The CAHS is the pinnacle of agriculture at the University with the resources and capabilities that implement the land-

grant mission in teaching, research and extension. The CAHS has the largest research staff on campus and it is the

only college with an outreach component to serve the community.

This strategic plan began with a renewed vision of hope, a firm belief in the resolve of people and a commitment to

excellence. It builds on the strength of a legacy of endurance and the fresh ideals of a new generation. The mission has

been simplified, the goals clarified and the objectives magnified so that the next five years from 2014 to 2019 can bring

forth the possibilities that are inherent in the culture of a unified teaching, research, and extension tripartite.

Strategies were formulated to reflect a contemporary approach to short-term and long-term solutions. The mission

of its most influential supporters guided this strategic approach. Those supporters are Prairie View A&M University

administration, the National Institute of Food and Agriculture, the Greater Houston Partnership, stakeholder focus

groups, as well as the historical undertakings of the CAHS.

Promising trends and events are on the horizon from 2014 to 2019 in the CAHS. In the spring of 2014, Prairie View

A&M University had a ground breaking ceremony on a state-of-the-art building at the epicenter of the campus that will house the College of Agriculture and Human Sciences along with the College of Business. The shared aspirational

space will be approachable from all sides of the campus, provide a framework for long-term growth, communicate

the value of education and buttress a first class institutional commitment to opportunity through high-quality design.

The 778-acre University Farm will feature a new meats laboratory, creamery, medicinal greenhouse, flourishing

poultry center and an attractive comprehensive agriculture complex with an ultramodern rodeo arena.

In spite of the challenges facing the CAHS in reduced funding support due to sequestration, the promise of new

developments along the highway 290 corridor which runs through Prairie View and routes traffic to campus will re-

ignite opportunities for corporate collaboration.

The reception of new faculty, research scientists and staff into the CAHS brightens the future and raises the bar for

innovation that will better assist the underserved citizens across the state of Texas. Particularly, in the area of water

resource management, medicinal plants and GIS remote sensing, we are positioning ourselves to collaborate with other

forward-thinking and solution-driven institutions.

The leadership team guiding us into the future exemplifies ambition first and foremost for the cause, the organization,

and the commitment do whatever it takes to make good on that vision. They display a solid portfolio of decision-

making for the long-term greatness of the college and the work ahead. They inspire others through excellence, hard

work, sacrifice, and integrity.

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2014-2019 Strategic

Plan

ImplementationOur method for implementing the strategic plan will deconstruct, reconstruct and

construct new ways of functioning. First, we will assess by survey method the cultural

readiness of our organization for the shift in thinking and approaches to the new

vision, goals and objectives of this strategic plan. The culture survey will supply the

data necessary to support development activities reflected in the four pillars of a high

performing business culture. The pillars include dedication to mission, involvement

that leads to empowerment and team orientation, adaptability to change and customer

needs, and consistency within the organization as it relates to our core values.

Strategies for implementation will be established through consultation with third

party experts in organizational transformation and collaborative team efforts from a

crossfunctional team representing the various areas of the CAHS.

Tactical action plans have been developed by every unit in the CAHS to not only expose

the entire staff to the new strategy for upward mobility in the college but also gain the

buy-in of those directly impacted by the strategic plan. Beginning with administrative

leaders, the plan will be used to assess and realign resources (people, equipment,

facilities and budget) against the goals and objectives as approved. Leaders will update

everystaffmemberPositionDescriptionAuditQuestionnaire(PDAQ)toreflectits

alignment with goals and objectives.

Each of the nearly 200 staff members will be responsible for documenting in simplest

termstheproceduresforeachtaskitemintheirPDAQ.Theseprocedureswillbecome

the standard for the operations required to complete the overarching responsibilities

in the CAHS. The resulting standard operating procedures will be combined in

an organizational document for distribution. A key component to the success of

implementing the strategic plan entails staff members understanding their accountability

to the goals and objectives of the plan and how they are evaluated on the performance

oftheresponsibilitiesontheirPDAQ.

There are more than six million underserved students and limited resource clientele in

the state of Texas who have the potential to benefit from the work accomplished in the

CAHS. The work we do matters to help this population attain a more sustainable and

healthier quality of life. To accomplish the work, it requires focus, structure and order.

The only way to reach our potential is not as individuals, nor in departmental silos, but

through cohesive teamwork and commitment to achieving the mission of the CAHS.

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missionThe CAHS is the primary advocate in the state of Texas for underserved student populations and limited resource clientele dedicated to improving the quality of living for this populace through research, education and service in agriculture and the human sciences.

Applied Community Outreach

Education

Agriculture is the

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in

vision 1

vision 2

vision 3

vision 4

student magnet

gateway to opportunity

one College, Tripartite infrastructure

Community outreach programming that is second to none

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Education vision 1

mission direCTive 1Create new opportunities and attract students with potential for building careers in the field of agriculture and human sciences to solve the major issues that face our society.

student magnetThe CAHS will lead and facilitate initiatives that establish PVAMU

as a student magnet. The College will support and promote visible

initiatives that differentiate PVAMU and capitalize on core strengths

and resources in agriculture and human sciences.

Strategic Plan

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goals2. provide student resources that are conduciveto student success.

oBjecTIve 2.1 Secure resources to support first class academic programs.

oBjecTIve 2.2 Maintain an instructional environment that supports experiential learning.

oBjecTIve 2.3 Create experiential learning and professional development opportunities for students to engage in community and Global programs.

3. maintain an instructional environment thatexpands utilization of technology.

oBjecTIve 3.1Expand the learning to create an environment that includes state ofthe art technology.

oBjecTIve 3.2 Retain, train, hire and build faculty capacity to expand utilization of technology to teach and reach millennial generation students.

1. proactively brand and establish agriculture and human sciences as sustainable and innovative careers of choice.

oBjecTIve 1.1 The College will actively recruit and enroll an increasing number of students to include attraction of more high performing students

oBjecTIve 1.2 The College will develop a recruitment system that utilizes diverse (e.g. Alumni and others) support to attract and grow a diverse population of competent Agriculture and Human Sciences students.

oBjecTIve 1.3 The college will develop a retention tracking process with measureable outcomes to help assess student’ academic success.

oBjecTIve 1.4 Facilitate an initiative to create opportunities for students and faculty presence beyond high school onto elementary and middle school campuses.

oBjecTIve 1.5 Develop opportunities to leverage our strengths in valued resources such as goats and farmland to enhanced experiential student career preparation.

oBjecTIve 1.6 Develop a marketing and communication system that reaches students, families and communities in social media networks and promotes the CAHS experience as a magnet for students.

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Education vision 2

mission direCTive 1Create new opportunities and attract students with potential for building careers in the field of agriculture and human sciences to solve the major issues that face our society.

gateway to opportunityThe CAHS will lead and facilitate initiatives that establish PVAMU

as the leading gateway to opportunities in the field of agriculture

and human sciences.

Strategic Plan

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goals1. design educational pathways to influence future student in college decisions.

oBjecTIve 1.1 Develop and implement pre-college programs that support the decision-making process.

oBjecTIve 1.2 Develop programs for K-12 students that create an awareness of degrees and STEAM careers.

2. provide programs supporting in sTeam careersand professional success.

oBjecTIve 2.1 Provide opportunities for student development in research and educational activities.

oBjecTIve 2.2 Incorporate new technologies in teaching, research, and extension programs.

oBjecTIve 2.3 Obtain certification where appropriate and implement programs aligned with the dynamics of professional careers.

oBjecTIve 2.4 Provide certification programs for students that enhance workforce opportunities.

oBjecTIve 2.5 Provide opportunities for study abroad programs with emphasis in STEAM areas.

oBjecTIve 2.6 Develop and incorporate activities that enhance programs in technical, written and oral.

oBjecTIve 2.7 Develop an advisory board of companies, agencies, and stakeholders whose interests are similar to CAHS.

3. Foster and support leadership and professionalcareer pathways.

oBjecTIve 3.1 Provide college level support programs for leadership skills, intellectual development and professional engagement.

oBjecTIve 3.2 Develop student-led organizational activities whereby the utilization and practical applications of academic and leadership skills can occur.

oBjecTIve 3.3 Support professional affiliations at local, regional and national levels.

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Applied Community Outreach vision 3

one College infrastructure that sets Cahs apartThe CAHS will be the proactive visionary unit to build and maintain an organizational

infrastructure that sets PVAMU apart, nationally and globally. We will strive to be the

most attractive place to conduct cutting edge research and training programs, foster

intellectual knowledge, and deliver relevant outreach.

Strategic Plan

22

goals3. create venues for faculty,researchers and extensionpersonnel to increase visibilityand credibility with ourstakeholders at large.

oBjecTIve 3.1 The CAHS will be represented in the community in at least one public event biennially (i.e the Houston Livestock Show and Rodeo, Hip Hop for Health, Reliant Center College Fair, etc)

oBjecTIve 3.2 The CAHS will participate in and implement lecture series that are open to the university and surrounding community members to highlight the expertise and work accomplished in research, academics, and extension.

4. provide opportunities forextension and research staffto engage students in theiracademic learning setting.

oBjecTIve 4.1 Strategies will be put in place to allow for research scientists, academic faculty, and extension staff to engage students in the academic learning setting not less than once during each semester.

oBjecTIve 4.2 Representation from research, extension and academic staff will participate in the university’s new student orientation in addition to the CAHS internal orientation at the beginning of each semester.

1. Incorporate representation from academics, research, extension and stakeholders in all programs and projectsincluding grant proposals anddevelopment of curricula.

oBjecTIve 1.1 Staff and faculty should be involved annually in at least one student program or interdisciplinary activity.

oBjecTIve 1.2 Staff and faculty will engage annually in the development of at least one interdisciplinary grant proposal writing activity.

oBjecTIve 1.3 Staff and faculty will participate in the review and development of a minimum of one academic curriculum within the accreditation review cycle.

2. communicate theaccomplishments of thecahs through multi-mediatechnology to our stakeholdersat large.

oBjecTIve 2.1 Staff and faculty will be responsible for providing quarterly updates of all accomplishments within the college using the services of the communications unit to be shared with stakeholder at large.

oBjecTIve 2.2 Faculty will provide opportunities for their students to showcase their accomplishments through various venues.

5. Increase the cahs visibilitythrough opportunities foracademics, research andextension staff to author nationaland international publications.

oBjecTIve 5.1 Program specialists, program leaders, scientists and professors will co-author at least one manuscript biannually to peer reviewed journal.

oBjecTIve 5.2 Program specialists, program leaders, scientists and professors will obtain one opportunity to submit an abstract or poster presentation to at least one state or national conference bi-annually.

oBjecTIve 5.3 The CAHS will conduct quarterly conferences with specific objectives and action items to engage all staff and faculty from extension, academics and research.

oBjecTIve 5.4 Program leaders will meet quarterly to discuss the progress of each area of extension, research and academics including staffing, infrastructure, best practices and accountability.

6. policies and procedures will bedrafted to outline the goals ofthe “one college concept” toclearly specify the objectives andaccountability measures.

oBjecTIve 6.1 Each area will be responsible for creating their processes and procedures that address the objectives identified in the CAHS strategic plan which successfully achieve the “One College Concept”.

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Applied Community Outreach vision 4

service the Community with programs that place Cahs in the running for state funding match and alternative public and private funding sourcesThe College of Agriculture and Human Sciences will deliver quality programming initiatives that enhance

PVAMU as one of the top land-grant institutions in the nation for research, academics, and extension.

Strategic Plan

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goals1. engage and foster relationships with agricultural and human sciences based corporations and organizations that can aidin program delivery, in-classtraining and service learning.

oBjecTIve 1.1 Facilitate relationships with agricultural corporations by including corporate leaders in curriculum development and industry shifts critical to the learning of our students, small farmers and producers.

oBjecTIve 1.2 Develop, endorse and encourage student volunteer services that can be utilized by small farmers, health and wellness agencies, and limited resource agri-business owners.

2. encourage communityinvolvement, awareness andsupport.

oBjecTIve 2.1 Develop and promote hands on regular agriculture related trainings on campus through farm demonstrations and learning labs.

3. utilize advocate group ofclients, partners and alumni.

oBjecTIve 3.1 Organize groups of citizens that can serve as a volunteer core tasked with providing visibility to the CAHS, addressing policies, sponsorships, and community engagement.

4. establish leadership in non-traditional training methods byusing external relations andstaff within cahs.

oBjecTIve 4.1 The CAHS staff will actively pursue industry professionals, alumni, specialists, and educators who can provide training to various stakeholders.

5. provide research that directlyaffects and support communityand farm needs.

oBjecTIve 5.1 Research and extension staff will work collaboratively to identify real time client research needs and provide published data that can support Texans.

6. lead in international relationsby capitalizing on the diversityof the local community throughprogram training.

oBjecTIve 6.1 The CAHS staff will forge relationships with international communities by providing training specific to the needs of those audiences.

7. encourage internationalcooperation that will allow forexternal support.

oBjecTIve 7.1 Work with International agencies and technical institutes to develop international exchange programs and serve as a feeder institution.

oBjecTIve 7.2 Duplicate academic model in other countries by establishing CAHS satellite campuses and distant learning opportunities.

oBjecTIve 7.3 Develop and sustain international agriculture business relationship.

8. leverage the prestige ofpvamu legacy and network as a conduit for limited resourcecommunities, businesses,students and alumni.

oBjecTIve 8.1 Utilize network opportunities to open doors to farmers, small businesses, alumni, and students in support of gaining new business, job opportunities, and funding.

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Strategic Planning Process Timeline

nov 2012 mar 2013 may 2013 Jun 2013

Task Force Team assembles Strategic Planning Process ModelDesigned. All options considered

Introduction to stakeholders Introduced the intent to develop

a plan to staff and all external stakeholders

Focus group sessionsInvited members of stakeholder

sessions to give feedback

Task Force Team RetreatQualitativedatareviewedandmessagethemes

idenified for vision, mission and objecives

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sept 2014

Strategic Planning Process Timeline

dec 2013 Jun 2014

planning commitee Retreat

Reviewed and adopted the document

Tactical action planningEach unit solicits the input of their

staff to compose TAPs

strategic planning document published and distributed

Strategic Plan2014-2019

COLLEGE OF AGRICULTURE

AND HUMAN SCIENCES

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LaRachelle Smith, MBA, Chairperson College of Agriculture and Human Sciences Director of Marketing, Communications and Information Technology

Annette Bowdre Cooperative Extension Program Family and Consumer Sciences Administrative Assistant

Acknowledgements

planning CommiTTeeLaRachelle Smith, MBA, Chairperson Alton B. Johnson, Ph.D.Gary Newton, Ph.D.Victor Stanley, Ph.D Claudine GeeCarolyn Williams, Ph.D.Eric Risch, Ph.D. Sharon McWhinney, Ph.DNeal BainesBilly Lawton Godson Osuji, Ph.D.Richard McWhorter, Ph.DRukeia Draw-Hood, Ph.D.Ali Fares, Ph.D. Alfred Parks, Ph.DJacquelyn White, Ph.D.Beverly Copeland, Ph.D

Danielle Hairston-Green, M.A. Cooperative Extension Program Family and Consumer Sciences Program Specialist

Jimmy Henry, M.S. Cooperative Extension Program Community and Economic Development Program Coordinator

sTraTegiC planning Task forCe members

Yoonsung Jung, Ph.D. Cooperative Agricultural Research Center Scientist Statistician

Velva McWhinney, Ph.D. Cooperative Agricultural Research Center Food Systems Research Scientist

Samuel Roberson, Ph.D. Cooperative Extension Program 4-HandYouthDevelopment Program Specialist

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College of agriCulTure and human sCienCesJustin Duncan, Research Technician

Paul Johnson, I.T. and Research Specialist

Barbara Johnson, Research Veterinarian

William Anthony, Research Scientist

Noel Estwick, Information Specialist

Rahmat Attaie, Research Scientist

Elaine Freeney, Project Coordinator

Wash Jones, Faculty

Laura Carson, Research Scientist

Richard Griffin, Professor/Research Scientist

Jesse Crain, Research Specialist

Adela Mora-Gutierrez, Research Scientist

Ojumu Oluwagbemiga, Specialist & Assistant Professor

Kelley Redmon, Communications Specialist

Selamawita Woldesenbet, Senior Research Scientist

CooperaTive exTension programLupe Landeros, Urban County Extension Director Texas AgriLife Extension

Dawn E.Burton, Health Coordinator

Billy Lawton, Program Leader

Rosondra Hartsfield, Extension Agent

Christopher Cotton, Program Specialist

Lloyd Hebert, Extension Agent

Jernard McCray, Extension Agent

Kelvin Neal, Extension Agent and CAHS Alumni

Dana Tartar, Urban County Extension Director Texas AgriLife Extension

Don Renchie, AgriLife Administrator Texas A&M AgriLife

Ashley Pellerin, Extension Agent

The College of Agriculture and Human Sciences wishes to thank the following citizen leaders representing the major stakeholder groups who provided input on how we may serve our students, faculty, staff and community over the next five years.

pvamu organiZaTionsPV Riding and Rodeo Club

pvamu sTudenTsReggia Edloe

Dwiesha Johnson

Conlee Fry, CAHS

Travis Burrell, Community Member

Evodie Chendjou

Fredie Cohen

Breanna Jackson, CAHS

Lacey-Jo Miller

Chevaun Johnson, CAHS/CARC

Theo Reed

Oscar Taylor, PVAMU Alumni

Avian White

pvamu alumniParis Kincade, Community Member

Carolyn Green, Community Member

Ronald Harris, CAHS

Benny Lockett, Retired

Barbara Martin, CAHS

Brutus Jackson, PVAMU Alumni

Willie DeWalt, CAHS

Doris Morgan-Bloom, CAHS

Annette James, CAHS

Lorna Doore, CAHS/CARC

LaVaughn Mosley, Community Member

Dwight Rhodes, CAHS

pvamu faCulTy and sTaffChristi Landry, Marketing and Communications

Edie Charlot

Sue Sampleton

Dr. Samuel Sampson, Professor

CommuniTyValinda Gales, Retired

Donna Lucas

Marian Jackson

MaDiana Diaz

Gloria Mosby

Frank Waggoner

Leo Williams

Jarmain Selders

businessesErroll Allen Consulting Errol Allen, Sole Proprietor

Pamper Your Biz, LLC Theresa Allen, Sole Proprietor

2X Cattle Company

Madge Bush Living Center

d-mars.com Keith Davis, President

100 Ranchers Fred Newhouse

Bonfire Franchises

Spearhead Associates Beverly Spears, Retired

Millie’s Veggie Farm Diann Wood, Owner

media Maurice Perkins, KPVU PVAMU Alumni

Sheleah Reed, PVAMU

governmenTJeron Barnett, Waller County Commissioner Precinct 3

Waller County Justice of the Peace

proofreading TeamDoris Morgan-Bloom

Sabrina Simon

Ashley Hubbard

Crystal Wiltz

Elaine Freeney

Eliza Azarm

Yoonsung Jung

Lloyd Hebert

Stakeholders

planning CommiTTeeLaRachelle Smith, MBA, ChairpersonAlton B. Johnson, Ph.D.Gary Newton, Ph.D.Victor Stanley, Ph.DClaudine GeeCarolyn Williams, Ph.D.Eric Risch, Ph.D.Sharon McWhinney, Ph.DNeal BainesBilly LawtonGodson Osuji, Ph.D.Richard McWhorter, Ph.DRukeia Draw-Hood, Ph.D.Ali Fares, Ph.D.Alfred Parks, Ph.DJacquelyn White, Ph.D.Beverly Copeland, Ph.D

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College of agriCulture and Human sCienCes

Address Address, Prairie View, Texas, 77446

www.pvamu.edu/cahs