The steering committee is comprised of faculty, staff, and leadership from across CAFLS, Governmental Affairs and an external stakeholder. This committee will serve as a key resource in the planning process, reviewing research, informing stakeholder engagement, and ultimately overseeing the development of our strategic plan.
- Student Experience
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Academics
- Academics Overview
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Undergraduate Majors
- Undergraduate Majors Overview
- Agribusiness
- Agricultural Education
- Agricultural Mechanization & Business
- Animal & Veterinary Sciences
- Environmental & Natural Resources
- Food Science & Human Nutrition
- Forest Resources Management
- Horticulture
- Packaging Science
- Plant and Environmental Sciences
- Turfgrass
- Wildlife & Fisheries Biology
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Graduate Programs
- Graduate Programs Overview
- Request for Information
- Agricultural and Applied Economics (MS)
- Agricultural Education (MAgEd)
- Agriculture (MS, PhD)
- Animal & Veterinary Sciences (MS, PhD)
- Entomology (MS, PhD)
- Food, Nutrition and Culinary Sciences (MS)
- Food, Nutrition, and Packaging Sciences (PhD)
- Forest Resources (MFR, MS, PHD)
- Packaging Science (MS)
- Plant and Environmental Sciences (MS, PhD)
- Wildlife and Fisheries Biology (MWFR, MS, PhD)
- Scholarships
- Academic Departments
- Academic Advising
- Extension
- Research
- Alumni Connection
- About
CAFLS Strategic Planning Rollout
Overview
The College of Agriculture, Forestry and Life Sciences (CAFLS) at Clemson University stands at a pivotal moment in our College’s more than 100-year history. As technology accelerates and innovative approaches to addressing crucial challenges in agriculture, forestry and life sciences gain momentum, CAFLS is in a position to lead in the various fields and sectors we serve.
This strategic plan outlines how our College will build on CAFLS’ legacy by delivering transformational solutions and forward-thinking strategies to support the evolving needs of the communities we serve. Our plan identifies core priorities and strategies that will guide the College and our many departments and units in this effort, strengthening CAFLS’ impact in South Carolina and beyond.
Our Priorities
Our plan is structured around six key priorities that focus our efforts, build on a renewed vision for our future and further our mission while advancing the values rooted in how we serve our College, university and state.
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Deliver Innovative, Responsive Curricula and Experiences That Position Students for Success
We are committed to ensuring our students graduate with the skills and knowledge needed to succeed. Our focus on student success includes integrating applied learning experiences, developing and updating curricula to reflect the evolving and innovative fields they represent and pursuing opportunities that enhance students’ preparedness for industry demands.
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Attract, Develop and Retain Exceptional Faculty and Staff
The prioritization and care of our faculty and staff are imperative to our success. Investing in support and pathways for professional development will present opportunities for faculty and staff to lead, innovate and thrive in both the College and their professional careers. We are committed to developing policies and programs that enhance recruitment, retention and career advancement of our faculty and staff.
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Leverage the College’s Statewide Footprint to Drive Innovation and Engagement
As we expand our support and impact across the state, we will position ourselves as the trusted, innovative source of information for all communities. By leveraging existing assets and deepening engagement with our partners, we will elevate the College and its units as hubs of innovation and reinforce our role as the leading provider of unbiased, research-based information in South Carolina and beyond.
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Conduct High-Impact Research That Meets the Needs of South Carolina
In alignment with Clemson Elevate, the University’s strategic plan, we are committed to advancing the University’s efforts to increase research through dedicated support and action. With the talent and resources across our College, we are well-positioned to accelerate progress and amplify impact, producing research that contributes to University-wide outputs, drives innovation and delivers tangible benefits to the communities we serve and the broader economic landscape.
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Foster Strategic Engagement and Build Trust With Stakeholders and Partners to Support Collaboration, Innovation and Impact
Strengthening relationships with stakeholders – including industry leaders, state agencies, elected representatives, alumni, donors, key organizations and South Carolinians – is essential to the success of this plan. Deepening our collaboration with state and federal agencies and agricultural and natural resource organizations is especially important in reinforcing the value of our College. Similarly, active engagement with alumni and donors plays a vital role in supporting student success and advancing our service to the state. Expanding these partnerships will better position the College to create greater opportunities for students to gain applied skills and real-world experience to meet emerging industry demands, ensuring the success of this plan and, in turn, our College.
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Prioritize Operational Excellence and Drive Efficiency Across the College
< class="cu-oversize"p>Cultivating an open and collaborative culture across the College is essential to our commitment to fostering internal environments that operate efficiently and effectively at every level. By streamlining policies, aligning organizational structures, coordinating resources and enhancing existing communication, we will build a more integrated and cohesive CAFLS.
Updates
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Timeline
October 2024: Project kickoff
November – February 2025: Stakeholder engagement through interviews, focus groups, and statewide listening sessions
January 2025: Survey distributed to all faculty, staff, students, college alumni, and donors
March – April 2025: Development of the strategic plan
May – July 2025: Finalization of strategic plan
September 2025: Form implentation teams
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Steering Committee
Matt Holt, Dean
Paula Agudelo, Associate Dean for Research & Experiment Station Director
Kyle Barrett, Interim Department Chair of Forestry & Environmental Conservation
Donna Bowen, Executive Director of CAFLS Marketing and Communications
Jarrod Bruder, Assistant Vice President for Governmental Affairs
Chalmers Carr, Owner and operator of Titan Farms
Steve Cole, Executive Director of PSA Regulatory Services
Jane Dever, Director of Pee Dee Research and Education Center
Tom Dobbins, Associate Dean for Outreach and Engagement & Clemson Cooperative Extension Director
Allison Guggenheimer Bower, Invasive Species Outreach Coordinator in Regulatory Services
Jagger Harvey, Director of Global Research Initiatives
Matt Interis, Associate Dean for Academic Affairs
Laura Jordan, CAFLS Director of Development & Unit Lead
Susan Lunt, Carolina Clear Coordinator & Water Resources Extension Associate in Clemson Cooperative Extension Service
Mike Neault, Executive Director of PSA Livestock-Poultry Health
Kayla Payne, CAFLS Chief of Staff
Chris Saski, Professor of Systems Biology in Plant & Environmental Sciences
Greg Yarrow, Professor of Wildlife Ecology & Associate Vice President for Strategic Initiatives
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Get Involved
The CAFLS Strategic Plan charts our course for the next decade across six priority areas. To move from plan to action, we are forming Implementation Teams that will guide and support progress on each priority. These teams will help translate strategies into milestones, track progress, and ensure accountability.
College of Agriculture, Forestry and Life Sciences
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