College Vision for Operational Excellence
The College will adopt technology and incorporate enhanced training to operate with agility, efficiency, and fiscal responsibility, modernizing and streamlining administrative systems, strategically realigning farm, field and forest operations, and focusing resources on mission priorities. The college will review and, where appropriate, sunset programs that do not contribute to strategic excellence.
Strategic Investment Priorities
Priority 5.1: Administrative Efficiency and Service Excellence
Objective
Streamline administrative processes and reduce administrative burden on faculty and staff through process improvement and technology.
Why this matters
Administrative inefficiency diverts effort from mission-critical activities. Service excellence improves employee satisfaction and student experience. External fiscal pressures require efficiency gains.
Key Initiatives
- Implement process improvement reviews for high-volume administrative processes (P&T review, faculty evaluation, position allocation processes, space allocation, hiring process).
- Improve data collection and monitoring for key processes.
- Enhance professional training and onboarding for staff.
- Review all college-level processes and eliminate those that are not required or do not bring measurable value.
- Ensure all approvals terminate at the appropriate administrative level consistent with best management practices.
- Responsible Units: Office of Finance and Business Operations, Office for Research and Graduate Education, academic departments, Dean's Office
Metrics and Targets
| Measure | Baseline (2025) | Year 5 Target (2031) |
|---|---|---|
| Streamlining and digitizing high-volume administrative processes
Staff engagement in repetitive, low-skilled administrative tasks (survey) |
None Internal survey [TBD] | 50% -20% |
| Process completion time (key processes) | Internal survey [TBD] | -20% average |
| Faculty and staff satisfaction with administrative tasks (COACHE and Modern Think surveys) | [TBD] | 20% improvement |
Priority 5.2: Strategic Realignment of Farm and Forest Facilities
Objective
Modernize and strategically realign crop, animal, and forest operations to optimize their collective support for teaching, research, and Extension, while ensuring long-term financial sustainability and environmental stewardship.
Why this matters
College- and department-managed farms and forests are mission-critical living laboratories that underpin the teaching, research, and Extension mission. However, they require substantial and sustained investment. A coordinated strategic realignment ensures that these assets are prioritized and managed to maximize their educational and research impact, strengthen environmental stewardship (including climate and biodiversity goals), and improve fiscal responsibility through diversified and mission-aligned revenue streams.
Key Initiatives
- Conduct a comprehensive assessment of all farm and forest facilities, operations, and mission alignment to identify gaps, redundancies, and strategic opportunities (Year 1).
- Develop integrated long-term modernization and management plans, including a 10-year capital plan for farms and 30-year sustainable forest management projections aligned with teaching, research, and Extension goals (Year 1–2).
- Implement an enterprise management model with clear financial accountability and performance metrics for each operational unit (crop, livestock, and forest).
- Invest in precision agriculture and forest management technologies that enhance operational efficiency while serving teaching, research, and Extension priorities.
- Establish and enhance infrastructure to support priority research and educational use, including applied research plots, forest experimental areas, and facilities for hands-on instruction and Extension programming (Year 2–4).
- Develop accessible educational and interpretive resources (e.g., demonstration sites, trails, and outreach facilities) to strengthen student learning and public engagement.
- Pursue diversified, mission-aligned revenue streams, including fee-for-service research, product sales, value-added goods, ecosystem services (e.g., carbon markets), and other innovative funding mechanisms.
- Strengthen partnerships with industry, government, and non-profit organizations to expand research, workforce development, and Extension impact across agricultural and forest systems.
Responsible Units
Farm Operations and Services, Office for Research and Graduate Education, Offices of Finance and Business, Penn State Extension
Priority 5.3: Diversified Revenue and Philanthropic Investment
Objective
Grow and diversify college revenue through external competitive grants, industry partnerships, philanthropy, and entrepreneurial activities to leverage state appropriations and federal capacity funding.
Key Initiatives
- Launch a comprehensive campaign targeting philanthropic commitments for endowed positions, larger and sustained scholarships, facilities, and program support.
- Grow industry partnership revenue through collaborative research, fee-for-service, and sponsored programs (Year 5).
- Increase federal and foundation competitive grant success through enhanced horizon scanning, participation in state and federal priority setting, and pre-award proposal support.
- Explore entrepreneurial revenue opportunities (i.e., online programs, professional development, consulting) within mission parameters.
Responsible Units
DDAR, Office for Research and Graduate Education, Dean's Office, academic departments, Penn State Extension
Metrics and Targets
| Measure | Baseline (2025) | Year 5 Target (2031) |
|---|---|---|
| Philanthropic commitments (annual) | $20 M | $30M |
| Industry partnership revenue | $[TBD]M | +50% |
| Competitive research awards | $70M | 100M |
| Endowment value | $250M | +50% |
Priority 5.4: Strategic Communications and Stakeholder Engagement
Objective
Ensure consistent, transparent, and timely communication with internal and external stakeholders to build trust, foster alignment, and strengthen relationships with key partners and supporters.
Why this matters
Effective communication is essential for achieving strategic priorities, building stakeholder support, and demonstrating the College's impact. Strategic communication strengthens relationships with funders, advocates, legislators, alumni, and industry partners while fostering internal alignment and engagement.
Strategic Communications Framework
The College Relations/Communications strategic plan focuses on two primary goals: (1) Internal Communications—fostering alignment and collaboration across units while keeping faculty and staff informed about leadership updates, operational changes, and strategic initiatives; and (2) External Communications—strengthening relationships with Penn State Ag Council, Dean's Leadership Council, government partners (county, state, and federal), alumni, agribusinesses, and other external stakeholders through regular sharing of College highlights, strategic priorities, and research impact stories that engage funders, advocates, and supporters. Across these goals, the unit will maintain close coordination with Penn State University Strategic Communications to align key messages, share content, and integrate College priorities into University‑wide communications, campaigns, and media efforts, extending the reach and impact of College initiatives while ensuring consistent, timely, and accurate messaging for internal and external audiences.
Key Initiatives
Internal Communications:
- Launch "College Connection" monthly newsletter (Q1 2026): Regular digital newsletter featuring updates on college initiatives, events, achievements, faculty accomplishments, and student successes. Distributed to faculty, staff, and key stakeholders, and archived on the AgSci website for accessibility and transparency.
- Conduct Dean's Town Halls (biannual): Open forums for Q&A and discussion, providing opportunities for the Dean and college leadership to share strategic priorities, operational updates, and major initiatives while gathering feedback from faculty and staff. Launched Q4 2025 and held twice yearly (April and December) with a hybrid format supporting both in-person and virtual participation. In addition, upon request, deans will visit individual units for more in-depth conversations.
- Maintain ongoing engagement with internal governance and advisory groups: Continuous communication with the college faculty organization, staff, research and faculty advisory councils, and college leadership teams to ensure alignment, bidirectional feedback, and collaboration across units.
- Strengthen Dean's Tours: Increase to three tours per year visiting departments, research and Extension sites, and facilities to strengthen connections with faculty and staff, elevate visibility of college priorities, and highlight local successes and needs.
External Communications:
- Penn State Ag Council engagement: Maintain twice-yearly board, delegate, legislative, and program committee meetings to share strategic updates, highlight research and Extension impacts, and gather input on industry priorities. Provide quarterly email updates highlighting college achievements, emerging issues, and upcoming engagement opportunities.
- Dean's Leadership Council engagement: Conduct two formal meetings annually, plus on-demand updates to keep council members informed about strategic initiatives, accomplishments, advocacy needs, and opportunities to support the College through networks, philanthropy, and thought leadership.
- Government Relations enhancement: Implement a comprehensive government relations strategy that includes:
- Capitol District Days to showcase the College's impact, facilities, and strategic priorities in Harrisburg.
- District Days (new) in partnership with Penn State Extension for outreach events in legislative districts that connect legislators and staff with local programs, faculty, and stakeholders.
- Legislator Tours that invite key legislators and staff for campus and field visits to farms, forests, labs, and Extension sites.
- Faculty expertise positioning through briefing sheets, media training, and coordinated outreach so faculty can serve as trusted expert resources on agricultural and rural issues.
- Ongoing engagement with legislative staff to promote College content in newsletters, provide quarterly legislative updates, and encourage social media advocacy by tagging legislators and highlighting shared priorities.
- Alumni engagement enhancement: Collaborate with Development and Alumni Relations to share calendars and coordinate communications that maximize alumni engagement opportunities. Leverage College events, Ag Council activities, industry forums, and Extension programs to involve alumni as ambassadors, speakers, mentors, and advocates. Showcase alumni success stories in College communications and maintain tracking of alumni involvement to support targeted outreach around mentorship, expertise sharing, and philanthropic support.
- Penn State AgScience Magazine and feature content: Use the Penn State AgScience Magazine and related feature stories to share in-depth articles, thought leadership, and research highlights that demonstrate the College's impact on agriculture, food systems, environmental stewardship, and rural communities for external audiences.
- APLU National Impact Database: Provide consistent contributions to the APLU National Impact Database by submitting examples of Penn State research and Extension outcomes that demonstrate tangible benefits to Pennsylvanians. Use these entries to elevate the College’s visibility in a national narrative, reinforcing the value and impact of land-grant institutions and supporting coordinated storytelling with peer institutions.
Responsible Units
College Relations and Communications, Dean's Office, Development and Alumni Relations, Extension, Government Relations, academic departments and Office for Research and Graduate Education.
Measurement and Evaluation
- Internal: Track email open rates and click-through metrics for the College Connection newsletter and key internal announcements; monitor attendance and participation at town halls and Dean’s Tours; and analyze social media engagement using tools such as Meltwater and Hootsuite.
- External: Monitor Penn State Ag Council and Dean’s Leadership Council feedback and satisfaction; track participation in Capitol and District Days, legislator tours, and alumni events; measure Penn State AgScience College Magazine readership and web analytics; and document outcomes of government relations interactions and advocacy.
- Annual Review: Conduct an annual review of communication activities and metrics, adjust tactics based on stakeholder feedback and evolving College priorities, and incorporate communications priorities into the College’s annual planning and reporting processes.
