agricultural economics at tamu: shared vision and administrative philosophy mark waller

Agricultural Economics at TAMU:

Shared Vision and Administrative

PhilosophyMark Waller

Prof. and Assoc. Dept. Head - Extension

May 24, 2012

OutlineTexas A&M and the Land Grant Mission, and Department of Agricultural Economics

Vision and Recent Reviews

Vision and Administrative Philosophy

Funding and our Future

My Qualifications

Purpose of the land grant system In 1862, passage of the Morrill Act laid the

groundwork for the democratization of public higher education

Grew out of our industrialized societies’ increasingly complex problems, deficiencies and demands

As critically important today as it has ever been

Major sponsoring legislationMorrill Act (Teaching)Hatch Act (Research)Smith Lever Act (Extension)

Texas A&M, the Land Grant Mission, and Department of Agricultural Economics

Texas A&M, the Land Grant Mission, and Department of

Agricultural Economics

Mission of the land grant system In 1862, passage of the Morrill Act laid the

groundwork for the democratization of public higher education

Grew out of our industrialized societies’ increasingly complex problems, deficiencies and demands

As critically important today as it has ever been

Major sponsoring legislationMorrill Act (Teaching)Hatch Act (Research)Smith Lever Act (Extension)


The University’s mission of excellenceVision 2020: Creating a Culture of

Excellence-Serving the Public Good Be one of the 10 best public universities in the

nation by 2020 Be an invaluable resource to the state, nation and

the world

College of Agriculture and Life Sciences 2010-2015 Strategic Plan

Elevate our faculty (teaching, research, scholarship) Strengthen graduate programs Enhance the undergraduate experience Build engaging connections beyond the University


Department of Agricultural EconomicsThe department’s stated vision, mission, and

goals are well aligned with the land-grant mission

Desire to attain a top 10 ranking matches well with the universities vision We question how good we are

We are good, but there is room for improvement

How do we measure our relative position and progress We may be better than we think we are

We, as a department, must decide what we want to be in the future

Our Department and our profession’s history would suggest this is not uncommon


We have a large undergraduate programNationally recognized for its size and qualityStrong agricultural economics and agribusiness degreesNationally recognized teaching faculty

Many classes taught by facultyHighly regarded advising programClubs, competition, travel and study abroad

opportunities

Things to considerCan we maintain quality at this sizeGraduate student teaching opportunitiesTargeted opportunities such as Action 2015: Education

First High Impact Learning Advising Support


We have a large graduate programNationally recognized for its size at the

MS and PhD levelsStrong agricultural economics and

agribusiness Masters degreesNationally recognized Graduate faculty

Things to considerCan we have the quality we want at this

sizeGraduate student advising, funding,

publication output, job placement, and degree completion times


The department is considered strong overallOne of the larger agricultural economics

departments in the USHighly respected senior faculty, promising

junior facultyRelationship with the business school,

Intercollegiate Faculty of AgribusinessStrong undergraduate and masters programsNationally respected Extension program

Things to considerFunding challengesCurrent and future faculty turnoverPhD program issuesDepartment’s future direction and priorities


Leadership through service to faculty, staff, students, and clientele to achieve the stated vision and priorities of the Department, College, Agencies, and University community

Encourage input from faculty, staff, and students about a shared vision, goals and process for achieving them

Build a professional that is environment conducive to teamwork and respect, where all stakeholders can be heard, and their opinions and contributions are valued Everybody matters (Faculty, Staff, Students)


Build a reputation and expectation of clear communication, transparency, consistency, and equity across the department

Advocate for the department across the University, the agricultural economics profession, the former students, extension clientele, and commodity and industry leaders

We should not keep our good work and outcomes a secret!! Submission and recognitions of Awards for faculty,

former students, etc. Reports to administration, press releases, etc.


We have an effective administrative and committee structure that can be used to delegate duties

A department this large requires delegation of duties

A-Team (Associate Department Heads, leader of research, chair of intercollegiate faculty)

System of approximately 21 committees Continue rotation of personnel on committees to share

duties/opportunities Some restructuring may be needed


We hire top quality professional faculty that need to be given a degree of flexibility in research, teaching, and extension program development

Departmental needs must be covered Teaching assignments Extension and research programmatic areas

Flexibility is needed for faculty to develop their full potential and build on their strengths


The Department has a strong history of Centers providing a focus for Research/Extension and industry interactionsMission and focus of Centers continues to

evolve with changing departmental and clientele needs

Changing structure of funding

Importance to the graduate program Research experience, industry contacts, publication

opportunities

Funding and Our Future

Endowed ChairsCan we expand the number in our

Department

Learn from our past attempts, and from other successful Departments and Universities

Is there an incentive system that might help

Funding and Our Future

Funding and Our FutureThe need for external funding will

continue to increase as traditional sources remain flat or decline in the near futureNeed increased cooperation across the

department’s faculty and with interdisciplinary and multi institution groups, to pursue larger multi-year grants such as NIFA/AFRI

Help faculty to develop/increase longer-term funding relationships with industry, commodity organizations, and other entities that need analytical services

Maintain contact and relationships with former students and clientele through various forms of communication, recognition/award opportunities, and other activities

Work with the Development Foundation to build a network of former students, clientele, former faculty, and other potential donors

Over 17 years as Extension Economist-Grain Marketing and Policy Participation in development of award-

winning Extension programs Teamwork, and commitment required to build

high-quality enduring programs Secure grants and contracts, and build

industry relationships Evaluation of programs and report results to

funders, administrators, legislators

My Qualifications

Over 7 years as Associate Department Head-ExtensionServed as a member of the department’s

Administrative TeamProvided administrative supervision for the

Agricultural Economics Extension Program Unit, with oversight and approval of the Department Head

Prioritizing positions/hires Management of the Extension budget Oversight of grant and contract activity within the

Extension unit Conduct annual performance evaluations of

professorial rank Extension faculty with the Department Head

Conduct on annual performance evaluations of Program Specialists and selected staff

Coordination of monthly and annual planning conferences

Coordination/oversight of monthly reporting, quarterly highlights reporting, Extension Strategic Plan revision and reporting

Participate with the Department Head in the department’s annual review with the Dean and Directors

My Qualifications

agricultural economics at tamu: shared vision and administrative philosophy mark waller

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