Michigan State University Issues Assessment Presentation

1
Michigan State UniversityIssues Assessment
Presentation

• Prepared by
• Agri Business Group
• 3905 Vincennes Road, Suite 402
• Indianapolis, IN 46268
• [phone]
• July, 2001

2
Introduction
3
Introduction

• MSU commissioned this study to assess how key
  constituencies within the university and across
  the state feel about MSU and the College of
  Agriculture and Natural Resources (CANR).
• MSU department heads, administrators, and faculty
  as well as other key stakeholders and government
  agency representatives were interviewed in June,
  2001. In total, 139 in-depth interviews were
  completed, 64 with MSU personnel and 75 with key
  stakeholders outside of the university.
• Each executive interview focused on expectations
  and perceptions about MSU imperatives and key
  initiatives, relative to teaching, research and
  extension.

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Executive Summary
5
Executive Summary Key Themes

• Communication
• The need for MSU CANR to encourage open, candid
  and effective communication among and between
  internal and external respondents was the
  dominant theme
• Internal constituents desire an open arena to
  evaluate potential college and department
  initiatives. In addition, this group has a
  strong need to be kept abreast of decisions made
  regarding CANR vision and supporting actions.
• External constituents primarily have a need for
  direct, personal communication from the new dean.
  Beyond this personal relationship, external
  stakeholders desire subject matter and discipline
  specific communications in the form of extension
  service seminars and special programs, as well as
  support information in the form of bulletins or
  internet.

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Executive Summary Key Themes

• Vision
• MSU CANR should collaborate with internal and
  external stakeholders to set a clear and
  appropriate vision for the College in light of
  emerging issues facing the State of Michigan
  relative to agriculture and natural resources.
• Leadership
• MSU CANR is embarking on an exciting and
  challenging era. Inclusive, decisive, and
  visionary leadership must be demonstrated to
  identify and prioritize opportunities, outline
  critical actions to achieve objectives, and
  navigate potential obstacles.

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Executive Summary Key Issues

• Stronger Link Between College of Agriculture and
  Natural Resources
• Internal and external respondents are seeking a
  more equitable balance between these two
  disciplines (resources, perception of emphasis
  both internal and external).
• Issues in the State of Michigan illustrate the
  need to bring these two areas into greater
  alignment in teaching, research, and extension
  (environmental and land use issues).

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Executive Summary Key Issues

• Convergence of Agriculture, Natural Resources,
  and Environmental Stewardship
• External stakeholders see an opportunity to
  integrate extension efforts of agriculture and
  natural resources to drive critical initiatives.
• Land management planning is critical to the State
  of Michigan relative to farmland, forestry and
  wildlife issues, and environmental stewardship.
  Handling land management issues in any single
  discipline area will not reap the benefits that a
  cross-functional coordinated effort could bring.
  This is an area that is not readily recognized as
  a historical strength of MSU CANR.

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Executive Summary Key Issues

• Convergence of Agriculture, Natural Resources,
  and Environmental Stewardship
• Rural development is a growing concern in the
  State of Michigan. Efforts across these
  disciplines must be pursued to address this
  multi-faceted concern.
• Tourism is a critical component of the Michigan
  economy. Efforts relative to land, water, and
  wildlife management influence the success of the
  tourism industry and must be integrated with
  existing plans.

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Executive Summary Key Issues

• MSU Faculty and Staff Existing Biases
• Internal staff and faculty perceive that the CANR
  has not met their expectations at a rate higher
  than that expressed by external stakeholders.
• Internal staff and faculty are more skeptical (as
  opposed to external stakeholders) that the CANR
  can meet the changing needs of Michigan in the
  areas of natural resources and agriculture.
• Internal staff and faculty focused more on issues
  within and between departments than on issues
  relative to key customer groups
• Students, farmers, natural resources industry,
  tourism industry, agribusinesses, food industry,
  consumers, international audiences, etc.

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Executive Summary Key Issues

• Decision Making for CANR
• Internal and external stakeholders desire a more
  clear path in making decisions relative to CANRs
  role in Michigan agriculture and natural
  resources.
• Both groups want to include significant input
  from external audiences, and leave final
  decisions to internal administration, faculty and
  staff.
• However, respondents were less clear regarding
  the criteria and prioritization process for
  making difficult decisions .

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Executive Summary Barriers to Addressing Issues

• Financial, Resource, and Funding Constraints
• Both internal and external respondents felt that
  financial, resource and funding constraints would
  be the critical limiting factor in the CANRs
  ability to meet the expectations held for the
  College.
• Individual Attitude, Thinking and Culture
• Many respondents felt that currently held
  opinions of internal and external stakeholders
  could stifle creativity and acceptance of new
  ideas needed to meet critical initiatives.
• In addition, several respondents felt that
  political issues and long standing differences
  between agriculture and natural resources could
  be a barrier to successful collaboration.

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Executive Summary Barriers to Addressing Issues

• Ability to Demonstrate Fairness in Decision
  Making
• The CANR must find ways to illustrate the process
  for decision making and results of key decisions.
• Any lack of inclusion in the decision making
  process or disclosure of key decisions could be
  viewed as unfair to parties whose priorities
  are not met in key initiatives.

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Executive Summary Infrequent Mentions

• Items Not Emphasized
• The structure of the questions may not have
  encouraged specific focus on these issues, it is
  significant to note issues that did not receive a
  meaningful level of mention
• References to teaching and teaching quality.
• References (internally) to preparing students to
  be employees in natural resources and
  agriculture.
• References to traditional ag. disciplines
  (teaching, research, or extension) such as
  animal science, agronomy, ag. engineering, ag.
  economics, ag. education, ag. communications,
  entomology.
• References to student recruitment.
• References to international agricultural issues.
• References to new technologies.
• References to industrialization/consolidation/inte
  gration in ag.

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Sample List/Respondent Disposition
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Recruiting/Interviewing Disposition

• Interviews with 139 of the 196 names (71)
  targeted for this study.
• In-depth telephone or personal interviews as
  follows

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Within MSUResearch Results
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3. What are the 23 most critical issues facing
your business/ org./ dept.?
Within MSU (N64)
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3. (Cont.) Critical issues facing business/ org./
dept.
Representative verbatim comments for most
frequent mentions Personnel/Staffing
Issues People are spread too thin. Faculty is
down in number and up in work load. Replacing
faculty as they retire. Lost strong research
leadership. Budget/Monetary Resources Future
planning given budget uncertainties. We are
soft-money funded by grants or contracts. We
need to identify longer supplies of income. To
have the financial and personal resources to
address changes in ag and natural
resources. Physical Resources/Space Difficult
separation from Ag Engineering Department. Have
difficulty with shared space and shared
staff. Running out of lab space. Space allocation
issues when hiring new faculty.
Within MSU (N64)
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4. What initiatives are currently underway to
address these concerns?
Because of the diverse nature of the individual
initiatives mentioned, a more specific summary of
these initiatives can not be provided.
Within MSU (based on total responses)
21
5. What are the 2 3 most critical issues facing
the state of Michigan in the areas of Agriculture
and Natural Resources?
Within MSU (N64)
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5. (Cont.) Critical issues facing Michigan
Representative Verbatim Comments for Most
Frequent Mentions Rural Development/Land Use Land
use needs to be some kind of public dialogue
related to the future of ag in our
economy. Maintain environmental outdoor
recreation and land use planning. We have
multiple purposes for our land. Need better
decision support systems. Sustainability of
Ag Generation transfer of farm. Who will farm in
the future? Steady decline and significant loss
of farms and farmland. Basic future of production
ag in the state of Michigan. NR/Environmental
Issues Environmental and resource preservation
issues. Farming vs. environment pesticide vs.
water quality, right to farm. Resource
degradation.
Within MSU (N64)
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6. What initiatives are currently underway to
address these concerns?
Because of the diverse nature of the individual
initiatives mentioned, a more specific summary of
these initiatives can not be provided.
Within MSU (based on total responses)
24
7. How do MSU CANR priorities mesh with your
needs?
Positive
Negative
Within MSU (N64)
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7. (Cont.) CANR priorities mesh with your needs
Representative Verbatim Comments for Most
Frequent Mentions Positive Well/Very Well College
has helped us. Have been welcomed into the
college. No real barriers. Balance between basic
and applied research. Good program
focused. Negative Hard to Tell (Due to
Focus/Leadership/Communication) CANR has not
addressed how its role relates to urban
Michigan. Not clear of what colleges priorities
are, especially in period of transition. Not
necessarily well articulated and consistent.
Priorities have changed, literally, from week to
week. The components of the college not well
coordinated. Not Enough Focus on Particular Need
(Misaligned Focus) The main thing is support
broadening to meet industry needs. Not Enough
Resources Devoted from College to Particular
Area This departments major is not being equally
supported by the college. Could use colleges
help. Need more support for interdisciplinary
research.
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8. If you had to identify two or three areas in
which MSU CANR has best supported the state of
Michigan in the areas of Natural Resources and
Agriculture in the past, what areas would these
be?
Within MSU (N64)
27
8. (Cont.) Ways CANR has supported Michigan NR
and Ag
Representative Verbatim Comments for Most
Frequent Mentions Extension/Communication Agricult
ure experiment station has allowed open and
interactive involvement with industry, which has
proved to be very successful. Extension system
really supports the people of Michigan. College
open and receptive to input by clientele groups.
Provides audience for constituents. Research MSU
has done a tremendous amount of ag research to
benefit the state. MSUs long history of
research and they turned this into application
for products so they can better compete. Strong
attentiveness to research questions that
industry needs, which has helped funding. Animal
Ag (including Aquaculture) Bovine TB faculty
working to provide critical information to
decision-makers. Manure management. Animal
initiative built infrastructure and redirected
research needs.
Within MSU (N64)
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9. Have all of your previous expectations of MSU
CANR been met? If not, why?
Within MSU (N64)
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9. (Cont.) Previous expectations of CANR not been
met
Representative Verbatim Comments for Most
Frequent Mentions Leadership, Focus, and
Communication Leadership in program and position
management needed. From dean to dean, I never
know who to report to, or who basically the
person is I can discuss things with. No
leadership. No sense of purpose. Need vision,
mission, plan, and dialogue. Ability to Address
Most Current Needs Be more flexible in the
application of resources. Needs of the people
change. Ability to shift focus is
difficult. Recognition of the importance of
global markets among faculty, staff,
etc. Budget/Resource Needs Lack of funds. NR
has been a bit short changed. Dont have staff
consistent with resource needs. Lack of financial
support because money goes other places.
Within MSU (N64)
30
10. What are your expectations of MSU CANR in the
next 3 5 years?
Within MSU (N64)
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10. (Cont.) Future expectations of CANR
Representative Verbatim Comments for Most
Frequent Mentions Improve Outreach/Extension/Commu
nication Take lead on land use in Michigan. Help
communities address issues. Recognition by
college of field extension staff as an integral
part of the delivery of knowledge at the
local level. To be a strong advocate on campus
and in Michigan of the colleges vision and
message. Better Internal Leadership and
Direction Develop a clear, unifying vision for
the college. For the college to provide a strong,
fair, open management strategy. Improve
Interdepartmental Communication and
Collaboration How will we be more reflective of
ag and NR? Become more integrated. Bring plant
and animal together. Bring environmental aspects
in there. Be less independent and more
collaborative across the university. Improve
Financial/Budgeting Situation Become financially
solvent operate in black. Dont pull back
existing revenues to fund new initiatives. Handle
state funding. Maintain funds for MSU extension.
Better manage funding relationship
with extension.
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11. For each of these expectations, please tell
me on a scale of 1 to 7 how prepared MSU CANR is
to meet these expectations.
Completely Prepared
Completely Unprepared
Within MSU (based on total responses)
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12. What must MSU do to become more prepared to
handle those expectations receiving a 5 or less?
Within MSU (N64)
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12. (Cont.) More prepared to handle expectations
Representative Verbatim Comments for Most
Frequent Mentions Communication (Inside MSU) A
college level conversation needs to occur. It
will take an open discussion among the
partners. Each department become more effective
at facilitating its own PR. Spend more time as a
group talking in a facilitated way in order to
build common ground. Leadership Stronger
leadership. Continue to adapt to change good
administration. Assemble leadership within
university and external resources and go after
it (money, policy setting, etc.). Money/Resource
Allocation Have separate budgets an extension
budget and a research budget. Get the 1
back. Need more resources from the state.
Within MSU (N64)
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13. What barriers might prevent MSU CANR from
achieving the expectations you have outlined?
Within MSU (N64)
36
13. (Cont.) Barriers preventing CANR from
achieving expectations
Representative Verbatim Comments for Most
Frequent Mentions Financial, Resources, and
Funding Issues Funding the cost of hiring
qualified/quality staff. Inadequate resources.
No resources for change. Financial issues
motivating folks to commit to time needed
patience. Leadership, Vision, and Coordination A
college must create clear vision. Lack of
leadership. Better interaction among the 3
administrative units. Individuals
Attitudes/Thinking and Culture Mindset. Among
faculty who are nearing retirement. New faculty
may have different experience and expertise. If
we are unwilling to change the way we think and
organizational structure. Fundamental internal
politics and external challenges make it
difficult to take from one program to
another. Political support for ag and NR as the
number of farmers decrease.
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14. How should MSU CANR prioritize efforts and
resources moving forward?
Within MSU (N64)
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14. (Cont.) CANR prioritize efforts and resources
Representative Verbatim Comments for Most
Frequent Mentions Focus on Internal MSU
Communication Engage as many people as possible.
Collaborate. Internal people talking to each
other. Allow process to be open. Use a variety
of forums. Electronic may be a good
choice. Fireworks exist interact with chairs,
interact with CAC. Get working group of chairs
to work with CAC to provide solution, support and
set directions. Frequent and open communication.
Be up front with the faculty. Dont lie and wait
to tell them information. Focus on External
Communication Involve stakeholders across the
state, leaders of industry. Need to be
challenged by best minds across the
state. Develop various external stakeholders made
up of alumni and stakeholders involved in
commodity groups.
Within MSU (N64)
39
15. What criteria should be used in this
prioritization?
Within MSU (N64)
40
15. (Cont.) Criteria used for prioritization
Representative Verbatim Comments for Most
Frequent Mentions External Input
(Stakeholders) Get outside folks in to list the
problems in Michigan and societal problems. Then
set the priorities, but dont set those
priorities internally. One measure should be
students. Future Trends Look at issues about
5-10-20 years out for research. For general
funding, they need to prepare the students for
the future with faculty expertise, with new ways
of thinking, and with facilities allowing for the
technologically rich interactive
environment. Strengths of College and Potential
Impact Excellence of research being conducted for
societys needs. How can we best serve the needs
and opportunities based on the mission of the
college and university? Using the science we
practice daily.
Within MSU (N64)
41
16. Who should be involved in this prioritization
process?
Within MSU (N64)
42
16. (Cont.) Involved in prioritization process
Representative Verbatim Comments for Most
Frequent Mentions Internal MSU People MSU
faculty and administration. Department
chairs. Use the College Advisory
Council. External Sources (Outside MSU) Seek
advice from outside clientele. Should include
even folks outside our college. The general
public (people who do not generally have a lot of
contact with the college/university). Stakeholder
s Listen to broad group of stakeholders. External
stakeholders commodity groups, environmental
interest groups, folks we interact with.
Within MSU (N64)
43
17. What are your expectations of the Dean of MSU
CANR?
Within MSU (N64)
44
17. (Cont.) Expectations of the Dean
Representative Verbatim Comments for Most
Frequent Mentions Provides Leadership and
Vision Build foundation for the future. Provide
vision and measures to move forward. Maintain
strength of college. I hope he is visionary and
looks toward the long-term and makes shifts as
needed to take risks. The dean needs to address
the universitys incentive system to see if it
supports the directions and vision at the faculty
level. Open/Good Communicator Make it clear what
is required and expected of faculty . Need to
know what the dean thinks and what he wants me to
do. Being able to organize opportunities for
stakeholder groups and chairs to meet on a
regular basis, so we can communicate our concern
and priorities. He will be an effective
communicator, a good listener.
Within MSU (N64)
45
18. Are there any other issues/concerns that you
would like to share with the incoming Dean?
Within MSU (N64)
46
18. (Cont.) Other issues/concerns to share
Representative Verbatim Comments for Most
Frequent Mentions Budget/Resource
Needs/Issues Are resources being diluted because
being spread too thin? College has budget issues.
Become familiar with budget issues right
away. Extension/Ag Experiment Stations
Support Would like to see the college offer a
forum for discussing biotechnology issues,
agriculture and consumer responses. The ag
experiment station is doing a terrific job , so
I hope that he will take the time to be
supportive of it.
Within MSU (N64)
47
19. Any advice for the incoming Dean?
Within MSU (N64)
48
19. (Cont.) Advice for incoming dean
Representative Verbatim Comments for Most
Frequent Mentions Listen and Communicate Tell us
where we stand. Communication is the key. Listen
to everyone, not just those who talk the
most. Positive Reinforcement Do the job well.
Good luck. Have a good sense of humor and enjoy
your work day to day. Welcome aboard! Get to Know
People (Get Connected) Get to know all the
players. Build relationships and linkages across
the university. Visit with folks. Have time for
them. Get to know folks one on one. Learn
Priorities/Needs of Departments and
Units Recognize that the CANR is a broad and a
diverse college. He will need to recognize the
very diverse needs of the individual departments
within the college. Know each departments
strength.
Within MSU (N64)
49
Outside MSUResearch Results
50
3. What are the 2 3 most critical issues
facing your business/org./dept.?
Outside MSU (N75)
51
3. (Cont) Critical issues facing business/ org./
dept.

• Representative Verbatim Comments for Most
  Frequent Mentions
• Bus/Mktg/Econ Issues
• Viability of the fruit industry of Michigan.
• Our customers (food processors) are having
  economic difficulty to the point of going out of
  business.
• University needs to be assisting the producer to
  understand a changing marketplace.
• Environmental Issues
• The impact of urban sprawl on natural resource
  habitats and health.
• Trail network is being used by bike people.
• Cleaning up waterways and Great Lakes.
• Policy Issues
• Concerned about the regulatory issue
  availability of current pesticides and
  development of future pesticides.
• Land use area issues are huge.

Outside MSU (N75)
52
4. What initiatives are currently underway to
address these concerns?
Because of the diverse nature of the individual
initiatives mentioned, a more specific summary of
these initiatives can not be provided.
Outside MSU (based on total responses)
53
5. What are the 2 3 most critical issues facing
the state of Michigan in the areas of Agriculture
and Natural Resources?
Outside MSU (N75)
54
5. (Cont.) Critical issues facing Michigan

• Representative Verbatim Comments for Most
  Frequent Mentions
• NR/Environmental Issues
• Michigan has the longest coastline of exotic
  species.
• The large consignment of animals creates huge
  amounts of waste contaminating the streams.
• Natural Resources gas and energy regulation
  and deregulation, includes environmental
  regulation.
• Rural Development/Land Use
• A lack of land developmental planning home
  owner complains about dust and animal odors.
• Urban sprawl is one of the biggest land use
  changes due to the growing population and loss of
  wetlands.
• Loss of prime farm land.
• Bus/Mktg/Econ Issues
• Competing on the global market. Competing with
  other states and countries.
• Low commodity prices.
• Weve had to learn to grow what the consumers
  are demanding Frasier Fur or an alternative.

55
6. What initiatives are currently underway to
address these concerns?
Because of the diverse nature of the individual
initiatives mentioned, a more specific summary of
these initiatives can not be provided.
Outside MSU (based on total responses)
56
7. How do MSU CANR priorities mesh with your
needs?
Positive
Negative
Outside MSU (N75)
57
7. (Cont.) CANR priorities mesh with your needs

• Representative Verbatim Comments for Most
  Frequent Mentions
• Positive
• Well/Very Well
• Supported the producer by developing guidelines
  for best management practices.
• We employ their graduates and they are well
  prepared to start working.
• They do wonderful conferences and put out great
  bulletins through their extension office.
• Receive or Have Received Support
• School of packaging has provided some great
  engineers for us.
• The University has an ag specialist who has
  supported the bee keepers through meetings,
  research projects and discussions.
• Negative
• Not Enough Focus on Particular Need
• Under utilized. MSU could do more in practical
  education (i.e., get out of the classroom).
  Everything seems to be done for a classroom
  purpose, but not in a way to be used out in the
  field.
• Animal health priorities are not always seen as
  top priorities when MSU looks at them.
• Place more emphasis on Natural Resources NR is
  the step child Needs to recognize that tourism
  is 2 industry.

58
8. If you had to identify 2 or 3 areas in which
MSU CANR has supported the state of Michigan in
the areas of Natural Resources and Agriculture in
the past, what areas would these be?
Outside MSU (N75)
59
8. (Cont.) Ways CANR has supported Michigan NR
and Ag

• Representative Verbatim Comments for Most
  Frequent Mentions
• Extension/Communication
• The college through extension service provides
  meeting ground for issues to be discussed among
  faculty, students, farmers, and private industry
  to work on common problems.
• Great job on EPA regulations related to the
  farmer and the education of pesticides.
• MSU has done the best job in the northern
  two-thirds of the state due to their forestry
  research managers on staff.
• Natural Resources and Environment
• MSU has done a good job of assessing the
  economic impact of natural resources and
  recreation.
• Ground water protection initiative.
• Environmental Stewardship Program golf
  courses, landscapers, developers to police
  themselves regarding environmental pollution.

Outside MSU (N75)
60
9. Have all of your previous expectations of MSU
CANR been met? If not, why?
Outside MSU (N75)
61
9. (Cont.) Previous expectations of CANR not been
met

• Representative Verbatim Comments for Most
  Frequent Mentions
• Extension Program and Dissemination of
  Information
• They are more responsive than proactive. They
  need to be more visible in the local community to
  help farmers and state agenciesfocus their
  resources.
• Extension Servicefield people need to be
  interested, trained, willing, and have travel
  money togive us information on disease and
  practical cultivation for Christmas tree growers.
• Leadership, Focus, and Communication
• Lack of leadership on Michigan priorities,
  issues, no bold steps to address concerns.
• Get course work and degree programs in organic
  farming, and research need ongoing programs and
  not just special events.
• More direct communication with purchasers of
  Michigan ag commodities.
• NR/Ecology Focus
• Wildlife management undergrads are missing that
  and not as prepared as they should be.
• Need for a specialist in forestry management.
  Forests cover half of Michigan land base.
  Allocations from MSU dont match up with reality.
• Ag Extension people need to locally promote
  tourism.

62
10. What are your expectations of MSU CANR in the
next 3 5 years?
Outside MSU (N75)
63
10. (Cont.) Future expectations of CANR

• Representative Verbatim Comments for Most
  Frequent Mentions
• Improve Outreach/Extension/Communication
• Facilitate information exchange between the NR
  agencies through conferences and short courses
• Looking for production leadership to help
  growers across the board financially, so the
  farms can pass on to the next generation.
• Outreach to consumers on what is safe food as
  it relates to organics, hoof and mouth, radical
  groups positioning.
• Improve Teaching Program
• Like to see continuous expanding enrollment,
  broader based curriculum with more business
  orientation.
• Train students to be productive in the work
  place.
• Open doors for young people who cant afford
  college and spend money to keep kids.

Outside MSU (N75)
64
11. For each of these expectations, please tell
me on a scale of 1 to 7 how prepared MSU CANR is
to meet these expectations.
Completely Prepared
Completely Unprepared
Outside MSU (based on total responses)
65
12. What must MSU do to become more prepared to
handle expectations receiving a 5 or less?
Outside MSU (N75)
66
12. (Cont.) More prepared to handle expectations

• Representative Verbatim Comments for Most
  Frequent Mentions
• Communication (Outside MSU)
• I need to have a working relationship with folks
  working within the college.
• Communication at grass roots. Hear what farmers
  are saying.
• Need more open communication with the extension
  service more information on the web site and
  market information like a business.
• Money/Resource Allocation
• The availability of quality people and having
  the funds available keep doors open and be
  receptive.
• Cash, commitment, priorities.
• Must have the right people in place. Direct
  resources in an effort to make grazing more a top
  priority.
• Research
• Double the amount denoted to organic farming and
  let legislators be more informed.
• Encourage faculty to engage in wine research.

Outside MSU (N75)
67
13. What barriers might prevent MSU CANR from
achieving the expectations you have outlined?
Outside MSU (N75)
68
13. (Cont.) Barriers Preventing CANR from
Achieving Expectations

• Representative Verbatim Comments for Most
  Frequent Mentions
• Financial, Resources, and Funding Issues
• Do we get our fair share of funds given out?
• University administration perceived potential
  loss of revenue. Resources available dedicated
  to college. Need to re-assert that the college
  is dynamic, not stale.
• Theyre funded with public money and have an
  inherent fear that they take a position that is
  always politically correct.
• Individuals Attitudes/Thinking and Culture
• Public sentiment. Compliance of provost
  demands. Perceptions of the public arena.
• The system as a whole afraid of change.
• If people cant put internal politics aside, we
  have an issue.

Outside MSU (N75)
69
14. How should MSU CANR prioritize efforts and
resources moving forward?
Outside MSU (N75)
70
14. (Cont.) CANR prioritize efforts and resources

• Representative Verbatim Comments for Most
  Frequent Mentions
• Focus on External Communication
• Keep close relationship with industry leaders.
  Constantly ask questions of industry and report
  findings. Be in touch with counterparts across
  the country and around the world.
• Getting the external professors to advise the
  Dean and his staff on how to handle issues. The
  School of Forestry at Virginia Tech has a model
  program that is worth looking at.
• Have an ongoing cooperative effort with other
  state land grant institutions to reduce
  duplication of programs.
• By Current/Important Issues
• Prioritize in terms of how they can make the
  best contribution to Michigans future.
• Focus on agricultural profit centers in
  Michigan.
• Keep up to date on the hot issues. Stay on top
  of things.

Outside MSU (N75)
71
15. What criteria should be used in this
prioritization?
Outside MSU (N75)
72
15. (Cont.) Criteria used for prioritization

• Representative Verbatim Comments for Most
  Frequent Mentions
• External Input (Stakeholders)
• Interact more with communities and farms, and
  worry less about being politically correct.
• Input from commodity groups can raise MSU
  awareness and MSU can then best decide how to
  apply their resources to those issues.
• After speaking with all agencies in the state
  (i.e., fisheries, land, agri), need to get a good
  overall picture of the state as a whole.
• Impact on Economics and Sustainability of
  Agriculture
• Look at economic impact from allocating
  resources to different needs. Find out what
  producers want, evaluate opportunities and risks.
• Based on impact to a broad range of students
  not just production ag.
• Long term economic return.

Outside MSU (N75)
73
16. Who should be involved in this prioritization
process?
Outside MSU (N75)
74
16. (Cont.) Involved in prioritization process

• Representative Verbatim Comments for Most
  Frequent Mentions
• Internal MSU People
• The leadership in MSU starting with the Dean,
  forestry department other parts of the school
  of natural resources, the Presidents office, and
  the liaison folks with the legislature.
• Key decision makers at the university must get
  the right folks together.
• External Sources (Outside MSU)
• MSUs major partners in ag and NR.
• Land owners, local governments, and the people
  in CANR.
• All the various players, all the way from
  producers to the consumers.
• Industry
• Commodity traders and interested processors and
  fresh markets.
• People that deal directly with farmers.
• Coalition of industry leaders, university
  researchers, department chairs, and government
  officials.

Outside MSU (N75)
75
17. What are your expectations of the Dean of MSU
CANR?
Outside MSU (N75)
76
17. (Cont.) Expectations of the Dean

• Representative Verbatim Comments for Most
  Frequent Mentions
• Provides Leadership and Vision
• Provide dynamic leadership to adjust to very
  diverse set of interests in a dynamic world.
• Be able to step in and get everyone in line with
  what is going on. No one knows who is in charge
  anymore. Things are helter skelter.
• Be a leader, peace maker, trouble shooter,
  salesman, market researcher, a part of the whole
  industry.
• Be Visible and Network
• Gets out on the ground level and is visible and
  approachable for students, faculty, and
  stakeholders, which should include the Fish and
  Wildlife Service.
• Become recognized as a leader in the industry.
• Open/Good Communicator
• Keep the communication open and build networks
  between agencies.
• Strong dedication to outreach, coalition
  building, external advice and council.
  Aggressive/frequent communicator with all groups.
• Need to maintain an on-going dialogue with
  industry.

Outside MSU (N75)
77
18. Are there any other issues/concerns that you
would like to share with the incoming Dean?
Outside MSU (N75)
78
18. (Cont.) Other issues/concerns to share

• Representative Verbatim Comments for Most
  Frequent Mentions
• Listen and Connect to People
• Let people in ag know he is listening.
• As long as he is willing to listen we will
  support him.
• Dont be afraid to give someone a call and ask
  for their input.
• Balance Needs of all Departments
• Emphasize commitment to both NR and ag.
• Have a broader view than just agriculture and
  balance the needs of various departments within
  CANR.

Outside MSU (N75)
79
19. Any advice for the incoming Dean?
Outside MSU (N75)
80
19. (Cont.) Advice for incoming Dean

• Representative Verbatim Comments for Most
  Frequent Mentions
• Interact with Industry
• Keep a close ear tuned into what the production
  agriculture is saying and dont rely entirely on
  academic people.
• Keep finger on pulse of commodities and meet
  with the commodity leaders every now and again.
• Form an advisory board that meets quarterly made
  up of people from all parts of the food industry
  to discuss trends, issues, etc.
• Positive Reinforcement
• Come see us. Welcome to Michigan.
• We are very excited to have him.
• Have a good time.
• Get to Know People (Get Connected)
• Diversity in ag in Michigan is very large. Get
  out and meet all the people and players.
• Get to know the faculty. They arent the
  problem.

Outside MSU (N75)