NYSAES Interview survey results Themes and Representative Comments ( N=17)

1. NYSAESInterview survey resultsThemes and Representative Comments(N=17) Presented by: Chet Warzynski Organizational Development Service

2. 1.      What are the current STRENGTHS of the Station? • Effective and dedicated faculty and staff • Dedication of the faculty and staff to our mission. • Quality of the scientists (many world leaders in their fields) • Strong, talented, intelligent people to make us truly exceptional – scientific expertise. • World-wide reputation • National and international reputation. • Illustrious history – empire apples tell stories world renown outside NY State. • Visibility in the State – good friends in government who have benefited from our service historically.

3. STRENGTHS OF THE STATION C.Strength and variety of programs • Ability to translate science into agricultural practice • Vertically integrated research with exceptional bench strength. • Interdisciplinary composition of the group – applied – makes a difference with agri-business. • Engine for economic development in the agribusiness – 30 B industry. D.Good stakeholder relationships and support • Visibility in the State – good friends in government who have benefited from our service historically. • Industry and grower support • Close stakeholder connection.

4. 2. What are some of the INTERNAL CHALLENGES OR ISSUES we may have to acknowledge and address as we work to develop the kind of capacity the Station will need in the future? • Lack of funding and resources • Many projects require longitudinal/external support. • Under funding – drop in state support – crisis we need to adjust to change. • Loss of funding for extension – can’t do extension if there is no funding. • Budget – available dollars to support the program will enhance the growth.

5. INTERNAL CHALLENGES OR ISSUES • Need for new faculty and increase in faculty productivity • Need new faculty who are committed and productive. • Decline in the number of faculty – eventually it will get to the point where critical loses affect the core mission – if it continues we will see people begin to leave. • Shrinking faculty base • Many faculty at retirement age (need for new blood) • Lack of faculty replacement – we are atrophying – no new faculty here in almost 6 years – now feeling desperate – lack of leadership support for it – director. • Senior PI’s coasting – need to address less active programs. • Putting the Station ahead of their programs – early retirement of some faculty, and need to get new blood.

6. INTERNAL CHALLENGES OR ISSUES C. Lack of communication and relationship building • Communication with campus (college) not as effective as it could be – perception is based on funding – not appreciated for the contributions we’re making. • Real internal challenges – common vision that is our focus – need to develop our competitive advantage and our context. • Lack of internal communication and coordination – scenario of Hunter did not work. • Poor communication with dean’s office (we have to change the false perception that we’re not meeting the challenges). • Need better dialogue between research and admin/operations on scarcity of funds tension – research chairs are looking for a huge shift in generating funds – what can we live without?

7. INTERNAL CHALLENGES OR ISSUES D. Leadership, planning, and accountability • How to allocate very limited resources to optimize the effectiveness of programs when the programs have greatly varying requirements for effectiveness • Real internal challenges – common vision that is our focus – need to develop our competitive advantage and our context. • Look for strong leadership here – there is a certain amount of wishy-washyness. • Lack of accountability on the part of everybody but most importantly the leaders. • Need for a new business plan. • Have a vision – hard to create because of hierarchy and fragmentation with the organization.

8. 3. What are some of the things the Station will need to do to HELP FACULTY stay on the cutting-edge of their disciplines? A. Provide training, time away, support, and accountability • Arrange for short-term (several days or a week) training in the principles of molecular biology for applied researchers to improve their ability to interface with molecular biologists. • Arrange for short-term (several days or a week) training in the principles of crop biology, disease epidemiology or pest ecology for molecular biologists. • Develop endowment to fund sabbaticals for our faculty and staff or to bring in key scientists to provide the “in house” experience • Full support of deans, directors and staff. • Support/optimize high potential programs. • Stronger post-tenure review system.

9. 4. What new OPPORTUNITIES OR INITIATIVES should the Station pursue over the next 2-5 years? Over the next 10 years? A. Integration and innovation • Short-term: Inventive stewardship about the Ag. Tech Park. We must perceive benefit and potential to provide stimulus and rejuvenation to community and Station. This could drive some of the programs we offer, but will interfere with commodity clients, government and industry. • Better integration of molecular biology with physiology/breeding and culture strengths of the station. • Better integration of current programs with other areas such as human nutrition; new approaches to marketing value-added products (especially e.g. grapes and wine). • Collaboration in cutting edge nanotechnology that can provide new methods to old problems.

10. OPPORTUNITIES OR INITIATIVES Integration and innovation • Biotechnology (2-5 yrs) – We have an excellent reputation for field-testing genetically modified plants. This technology is probably not going away, and people will need a place to perform field trials. • Applied genomics (2-5 yrs) – utilizing genomic technologies to answer applied questions. • Organic culture (2-5 yrs) – it is a very small, but growing sector of NY agriculture. • Crop-based initiatives (10 yrs). To address both stakeholder needs and attract large, federally funded grants, it might behoove us to choose several commodities (grapes, apples, cole crops, beans) and large initiatives to combine hort science, food science, plant path and entomology research. • Infotonics – closer connections with industry.

11. OPPORTUNITIES OR INITIATIVES Integration and innovation • Help small entrepreneurs ramp up and add value to their products. • Seek out new opportunities for food security. • Get faculty harnessed and behind the better integration of the Station as a whole as well as their own programs. • Get the right people on our side. • More interaction with seed companies – research only useful if it gets to market. • Improve infrastructure – old trying to do new science. • We need to look professional. • Need leaders who are trained in both business and academics guided by a board. • Have a more interdisciplinary team with a stronger direction. We’re where it happens. • Missing strong link to suburban and urban clientele but not at expense of conventional agriculture (a missed opportunity).

12. 5. What ONE THING WOULD YOU CHANGE that would make the biggest positive difference? • Make the Station and CALS administration much more pro-active in working in Washington DC with our ag constituencies to argue for better federal funding of applied research in general and horticultural research specifically. • More teaching and experimenting – no single appointments – more integrated into life on campus. • Generate greater understanding and opportunities of what Geneva contributes to the college and Cornell University (remove misconceptions of Geneva in Ithaca). • We need to hear from the chairs and faculty – what does the faculty wish to have to make a difference in their programs. • New faculty is one thing that is needed. • Positive recognition from college administration. • Build leadership team.