Strategic Plan

Strategic Plan

The Department of Fisheries and Wildlife was established in 1950 with faculty drawn from several different units. Since that time both the faculty and the issues of import in fisheries and wildlife have changed significantly. Building on past successes while simultaneously preparing for future change in societal needs requires the development of a forward-looking plan of operation. The following plan should allow the Department of Fisheries and Wildlife to evaluate opportunities for growth relative to the needs of society in a reasoned manner.

Issue Statements and Strategic Goals: TEACHING

 

Issue: The Department of Fisheries and Wildlife must maintain and enhance the quality of the teaching program to maintain our position as a leading department in the country.

  • Strategic Goal 1: Adopt a policy and develop a process for evaluation of individual courses in the context of Departmental goals and the overall curriculum.
  • Strategic Goal 2: Offer a sufficient number of service and major (program-related) courses to meet college and departmental requirements and expectations of majors and non-majors while maintaining well rounded curriculum for majors.
  • Strategic Goal 3: Develop and implement a process to evaluate curricular changes.
  • Strategic Goal 4: Develop and implement a procedure for periodic review and revision of the experiential learning opportunities offered both in class and in extra-curricular activities.
  • Strategic Goal 5: Enhance and maintain the highest quality of teaching among our faculty, including the implementation of innovative, effective technology in our teaching program and the continued development of faculty teaching abilities.
  • Strategic Goal 6: Develop a plan for updating and maintaining teaching equipment which includes a system for annual review of these needs and a process for recommending budget items to the Department Chair.
  • Strategic Goal 7: Develop and implement a set of procedures which ensures that Ph.D. candidates interested in academic careers in higher education will develop specified competencies for teaching university level classes.
  • Strategic Goal 8: Enhance and maintain the highest quality of undergraduate and graduate student advising among our faculty, including the use of innovative, effective technology to better match advising with the curriculum and other experiences.

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Issue Statements and Strategic Goals: RESEARCH

 

Issue: the Department of Fisheries and Wildlife must address the fact that our research infrastructure and organization is designed for independent workers and not to achieve the collaboration required to maximize meaningful contributions to resource management problem-solving.

  • Strategic Goal 1: Encourage collaborative research.

 

Issue: The Department of Fisheries and Wildlife must address the failure to effectively communicate short- and long-term research directions, issues, and findings within the department.

  • Strategic Goal 1: Enhance communication of short- and long-term research directions, issues and findings within the department.

 

Issue: The Department of Fisheries and Wildlife must address the fact that the source of resources to support research within the department, whether it be federal, state, university, private sector, or other, changes over time, and sometimes quite rapidly.

  • Strategic Goal 1: maintain up-to-date information resources on research funding opportunities

 

Issue: The Department of Fisheries and Wildlife must address the opportunity to enhance research productivity by more effectively utilizing non-faculty researchers (post-docs, students) in a broader variety of research activities.

  • Strategic Goal 1: Increase the participation of undergraduate and graduate students, specialists, research associates, and postdoctoral associates in a broad variety of research activities.

 

Issue: the Department of Fisheries and Wildlife must address the need to enhance landscape/ecosystem-based research.

  • Strategic Goal 1: Enhance landscape/ecosystem-based research.

 

Issue: The Department of Fisheries and Wildlife must provide resources for initiating new research efforts.

  • Strategic Goal 1: Build funding mechanisms for seeding new research activities.

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Issue Statements and Strategic Goals: OUTREACH

 

Issue: The Department of Fisheries and Wildlife must address the fact that the department does not have a well-defined outreach program at the department level. Rather, outreach occurs by individuals to greater or lesser extents, and with greater or lesser amounts of actual program planning for outreach.

  • Strategic Goal 1: Develop and use a department-wide program of planning, delivery and evaluation of outreach activities

 

Issue: The Department of Fisheries and Wildlife must develop a systematic and dynamic process of identifying clientele groups, determining their needs that can be met by the department, and setting priorities for which groups and needs we will seek to meet.

  • Strategic Goal 1: Assess the outreach needs of FW Department clientele.

 

Issue: The Department of Fisheries and Wildlife must develop agreement and common understanding among faculty that all faculty have outreach, service, and extension responsibilities.

  • Strategic Goal 1: Develop clear statements of outreach roles for faculty, staff and students.

 

Issue: The Department of Fisheries and Wildlife must achieve a balance between priority needs for our outreach services and the resources (staff, faculty, and funds) that are available for meeting the needs.

  • Strategic Goal 1: Optimize program delivery within the constraints of departmental resources and seek new resources for high priority program needs.

 

Issue: The Department of Fisheries and Wildlife will incorporate a landscape and ecosystem approach to management in its interactions with various outreach clientele groups.

  • Strategic Goal 1: Promote outreach programs on landscape and ecosystem approaches to management.

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Issue Statements and Strategic Goals: INTERNAL ADMINISTRATION

 

Issue: The department must foster and maintain quality relations with alumni.

  • Strategic Goal 1: Develop and implement a set of procedures to communicate effectively with our alumni and obtain alumni support for departmental programs.
  • Strategic Goal 2: Develop and implement a set of procedures to enhance appropriate placement of our graduates in professional fields and track their professional activities.

 

Issue: The department must maintain high standards of conduct and operation in accordance with the rules of academic governance.

  • Strategic Goal 1: Develop and implement a set of procedures to formulate and/or codify and regularly review all documents required for the academic governance of the department.

 

Issue: The department must ensure effective and clear communications at all levels within the department.

  • Strategic Goal 1: To develop an effective communication system within the department between faculty, staff and students.

 

Issue: The department must have the resources necessary to carry-out its mission.

  • Strategic Goal 1: Develop and implement a set of procedures to ensure that the resources necessary to carry out the department’s mission are identified and prioritized.

 

Issue: The department must assure the consistent recruitment of quality graduate students.

  • Strategic Goal 1: Implement a process which will assure that high quality graduate students are consistently recruited into the department’s graduate program.

 

Issue: The department must establish a process to identify emerging trends and needs in fisheries and wildlife.

  • Strategic Goal 1: The advisory committee in consultation with the faculty will establish a process for biennial review of trends and needs in fisheries and wildlife to identify present and future needs and opportunities for the department.

 

Issue: The department must establish a process for evaluating the benefits and costs of opportunities for growth.

  • Strategic Goal 1: The advisory committee in consultation with the faculty will establish a process for developing an impact statement for each growth opportunity to include considerations of faculty, space, undergraduate and graduate education and other resources.

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