Boundless Impact: The CAFLS Strategic Plan

Deliver Innovative, Responsive Curricula and Experiences That Position Students for Success

Our Imperative:

Leverage the full breadth of CAFLS’ academic, research, Extension and statewide resources to design and deliver innovative, employer-responsive curricula with experiential learning opportunities that prepare students to make a meaningful impact in life and their chosen profession

At CAFLS, our commitment to education goes beyond delivering exceptional academic programs. Land-grant institutions like ours carry a responsibility to ensure students are well prepared for today’s opportunities and equipped to meaningfully contribute, adapt and innovate in response to the challenges of tomorrow. We exist to provide accessible, practical education that serves the public good while meeting the needs of our learners and equipping them with the skills and experiences they need to be successful.

Preparing students for success in this evolving landscape requires us to think creatively about how, what and for whom we teach, continuously aligning our curricula and programs with the needs of students, employers and the workforce and expanding our definition of the students we serve. Whether it is a traditional undergraduate or graduate student, working professional, adult learner pursuing a certificate or a graduate student in a flexible learning format, we are committed to providing accessible, high-impact academic offerings that meet learners where they are and respond to the demands of today’s workforce.

As we look to the future, demographic shifts, national enrollment trends, and increasing demand for career-aligned, flexible learning are reshaping higher education. We recognize non-traditional students – including adult learners, working professionals and those seeking short-term credentials – represent a growing portion of the learner population. To meet this need and remain competitive, we must diversify the formats in which we deliver education and the students we serve. This includes offering more flexible degree pathways, online and hybrid options and credentials that respond directly to workforce needs.

We know the most powerful learning often happens beyond the classroom, and the skills learned from real-world, handson experiences are increasingly in demand by employers. Equipping students with these applied skills can no longer be an afterthought or option – it must be a commitment to expanding experiential learning opportunities and ensuring every student has access to experiences that reinforce classroom instruction and build the skills, relationships and confidence needed for lifelong success. The experiences we offer, whether they are an internship, immersive summer program or capstone project, should be deeply enriched by CAFLS’ statewide network, including Extension, the Clemson Experiment Station, Livestock- Poultry Health, Regulatory Services and partnerships across private industry, government and nonprofit sectors.

By partnering with external stakeholders, we will provide programs that stay relevant, innovative and deeply rooted in service, allowing us to prepare the next generation of leaders with the tools they need to make lasting contributions to their professions, their communities and the future of South Carolina.

Key Strategies

Enhance Academic Programs and Curricula Aligned with Employer and Student Needs

• Collaborate with departmental leadership, curriculum committees and University offices to audit current course offerings, removing outdated or unnecessary courses and ensuring better alignment with industry trends, workforce needs and student interest.

• Promote interdisciplinary approaches to curricula and course delivery to drive innovation in teaching and instruction.

• Explore partnerships across departments within CAFLS and with other Clemson colleges to develop interdisciplinary programs and specializations that align with industry needs.

• Explore opportunities to develop cohort-based residency programs that immerse students in applied learning experiences throughout the state.

• Expand access to flexible degree pathways, such as non-thesis master’s programs, to expand the educational opportunities for a broader range of learners.

• Develop high-quality stackable micro-credential and certificate programs for working professionals, designed in alignment with emerging national standards and best practices.

• Expand online and hybrid academic offerings and advance flexible undergraduate pathways that meet students where they are, addressing priority workforce needs in areas such as public policy, agricultural education, agricultural communications and economic development.

• Work with employers and other partners (e.g., technical and community colleges) to become a campuswide leader in developing and launching one or more viable three-year B.S. degree options offered in a hybrid format.

• Seek to incorporate the unique features of our Livestock and Poultry Health and Regulatory Services agencies into CAFLS’ teaching mission by developing one or more undergraduate minors in agricultural, food and natural resources regulation and monitoring.

• Partner with employers and industry leaders to co-develop just-in-time training programs that address urgent or emerging workforce gaps.

• Develop a functional framework and supporting policies that enable the College to support departments in launching new online degree/certificate programs.

• Integrate global perspectives into curricula and promote international learning opportunities to help students thrive in a globally connected workforce.

Support Career Readiness for All CAFLS Students

• Conduct ongoing scans of employer demands and workforce gaps, adapting where feasible, academic offerings and co-curricular experiences to meet those needs.

• Establish and grow partnerships with industry, government agencies and agribusinesses to inform new or revitalized academic programs, expand experiential learning opportunities and integrate real-world perspectives into the classroom.

• Collaborate with current College structures and University offices, such as the Office of Corporate Partnerships, the Center for Career and Professional Development, department advisory boards and curriculum committees, to update curricula based on employer feedback.

• Embed real-world industry challenges into coursework through case studies and projects.

• Establish a dean’s industry advisory council to gather ongoing input on curricula development, emerging trends and employer needs.

• Strengthen the student advising experience by creating more consistent advising structures that support students throughout their academic journey and integrate academic, career and professional development.

Expand Experiential Learning Options Across All Academic Programs

• Formalize a College-wide experiential learning requirement or milestone for all degree programs.

• Establish and expand internship, externship and co-op opportunities that connect students with real-world experiences across academic departments, RECs, Extension, Livestock-Poultry Health and Regulatory Services.

• Convene alumni and employer panels to build awareness among students about employer needs and perspectives and connect them to professional pathways.

• Increase student awareness of and connection to RECs, the South Carolina Botanical Garden and the Clemson Experimental Forest to facilitate hands-on learning or research experiences beyond Clemson’s main campus.

• Expand on the success of current summer programs like Forestry Summer Camp to provide opportunities for more students to engage in hands-on, immersive learning experiences.

Metrics

*Metrics marked with an asterisk indicate alignment with Clemson Elevate’s driving metrics.

• Enrollment growth across undergraduate, graduate and certificate programs*

• Number of new or revitalized hybrid, online and in-person degree or certificate programs

• Completion of a course offerings audit, including the removal or consolidation of outdated or redundant courses

• Net revenue generated through new and existing online and hybrid programs at both the departmental and College levels

• Student employment outcomes, including the percentage of graduates with first destination outcomes*

• Number of internships, field experiences or co-op opportunities facilitated in coordination with industry and other partners*

• Number of alumni and employer engagement activities (e.g., panels, guest lectures, site visits)*

• Number of students participating in applied or experiential learning opportunities (e.g., internships, field experiences, summer programs)*

• Student participation in experiential learning opportunities across RECs and in Extension, Regulatory Services, Livestock-Poultry Health and other CAFLS programs*

Attract, Develop and Retain Exceptional Faculty and Staff

Our Imperative:

Cultivate a workplace culture that attracts top talent, supports meaningful career growth and empowers faculty and staff to lead, innovate and thrive

Our faculty and staff are the heart of CAFLS. They bring our mission to life by educating the next generation of leaders, conducting research that addresses real-world challenges, engaging with communities across the state and cultivating partnerships that extend the reach and relevance of our work.

We know people thrive when they are supported, empowered and given opportunities to grow, and we are committed to building a college environment that attracts and nurtures exceptional talent through intentional recruitment, meaningful professional development and clear pathways for career advancement.

Attracting and retaining high-caliber faculty and staff requires an environment where individuals can see a future for themselves because their contributions are recognized, their voices are valued and their goals are supported. We seek to attract professionals who are experts in their fields, embrace our identity as a land-grant institution and share in our commitment to hands-on learning, applied research and public service.

We understand the power of education and the impact it has beyond the classroom. By investing in the development of our faculty and staff, whether through leadership training, advanced education opportunities or mentorship, we are helping individuals grow and strengthening our college’s collective capacity to lead, innovate and serve.

In every corner of CAFLS, no matter the physical location, our people make a difference, and when we support them fully, we multiply our impact.

Key Strategies

Strengthen Recruitment and Retention

• Recruit faculty and staff with industry and professional experience to elevate the college’s focus on experiential learning and research

• Establish recruitment pathways through strategic collaborations with graduate programs, professional associations and external partnerships to broaden the pool of high-quality candidates

• Create standard College-wide onboarding and training programs for new hires to build awareness of internal communications and operational processes, increasing use of existing tools

• Recognize and celebrate faculty and staff achievements through website spotlights, dean’s report mentions and other College-wide communications

• Develop a calendar of College-wide programming and events that fosters connection among faculty and staff and builds a sense of community

• Create succession plans for critical roles to ensure institutional knowledge transfer and continuity of leadership and programs

• Increase philanthropic support for faculty and staff through new endowed positions, including chairs and professorships for tenure-track, non-tenure-track and cross-disciplinary roles

• Explore opportunities to endow key staff positions to elevate visibility and support critical roles contributing to student success and College operations

• Strengthen internal communication and transparency through regular updates, open forums and clear channels for faculty and staff to share input, stay informed and engage in decision-making processes

• Foster a culture of well-being, belonging and purpose by integrating wellness practices and professional growth opportunities across the College, in alignment with the Office of Well-Being and Office of Institutional Excellence

Enhance Professional Development Opportunities

• Expand access to online and hybrid professional development opportunities for faculty and staff located off Clemson’s main campus

• Continue to identify and support mid-career faculty and staff for leadership opportunities such as the President’s Leadership Institute (PLI) while developing a clear pipeline for those interested in administrative or cross-unit roles

• Monitor and reassess the composition of tenure-track and non-tenure-track faculty across CAFLS, ensuring College governance structures and professional development opportunities align with the evolving faculty profile

• Establish joint or partial faculty and staff appointments that connect research in academic departments and RECs with Extension and regulatory programs within Livestock-Poultry Health and Regulatory Services

• Collaborate with the Provost’s Office and Staff Senate to develop and communicate clear progression pathways and career ladders for all CAFLS staff

• Support faculty and staff seeking graduate-level certifications or degrees by offering flexible scheduling options and identifying resources to assist with professional development

• Integrate career development into faculty and staff onboarding by connecting new hires with experienced colleagues for individual and group guidance

Metrics

*Metrics marked with an asterisk indicate alignment with Clemson Elevate’s driving metrics.

• Faculty and staff retention rates

• Number of faculty and staff recognized in College-wide publications

• Number of faculty and staff nominated for and receiving awards*

• Faculty and staff satisfaction survey results related to morale, belonging and workload*

• Number of joint or partial faculty and staff appointments established

• Number of faculty and staff participating in professional development offerings

• Impact of faculty and staff participation in professional development offerings, measured by satisfaction, skill application and perceived value

• Number of career counseling pairings facilitated at the College level

Leverage the College’s Statewide Footprint to Drive Innovation and Engagement

Our Imperative:

Position our RECs, Extension network, faculty, staff and physical assets as visible,
connected, innovation hubs that drive interdisciplinary discovery, workforce
development, regulatory programs and public engagement across South Carolina

One of CAFLS’ most unique advantages is its physical presence across the state. From the RECs and Extension offices to the Clemson Experimental Forest, the South Carolina Botanical Garden and specialized research facilities, our assets act as catalysts for discovery, learning and connection across South Carolina’s communities, landscapes and industries.

However, we recognize an expansive physical footprint also presents challenges, with distance creating barriers to collaboration, limiting visibility and making it more difficult to fully integrate progress across our many departments and units. We are committed to turning these challenges into opportunities to position our college’s physical locations as cohesive, connected innovation hubs and bring faculty, staff and students together across geographies to support interdisciplinary research, hands-on education and community engagement.

This includes expanding teaching and hybrid learning opportunities at the RECs, enabling students across South Carolina to participate in field-based coursework and virtual instruction that bridges the gap between campuses and the communities they serve by ensuring programs remain relevant and responsive to evolving needs. By actively engaging with local stakeholders and incorporating community feedback into program development, we will foster stronger relationships and design initiatives that are grounded in local priorities and guided by data.

To fully leverage our assets, we must first ensure strong internal coordination, aligning operations, communication and partnerships across our academic, research, Extension and regulatory units. Internal alignment will provide a strong foundation for effective collaboration with external partners, both within Clemson and across the state, and unlock the potential of our infrastructure and human capital assets.

By reframing our statewide presence as a network of living laboratories and centers of excellence, we will drive innovation in emerging fields such as agricultural AI and sustainability, enhance experiential learning and build deeper relationships with the communities we serve. This work will be visible, vibrant and active beyond Clemson’s main campus, with CAFLS driving work that connects and serves every corner of South Carolina.

Key Strategies

Integrate Strategic Assets Across the State

• Elevate the role of the College’s RECs as innovation hubs that support interdisciplinary collaboration, student learning and industry engagement

• Leverage College assets like Extension offices, the South Carolina Botanical Garden and the Clemson Experimental Forest to enhance hands-on learning opportunities and deepen community partnerships

• Continue to position physical assets, including fields, forests and research facilities, as living labs that facilitate collaboration among academic, research and industry partners

• Invest in digital infrastructure and data collection systems across the College to support research, community and industry partnerships, data sharing and cross-college collaborations

• Strengthen integration and collaboration among faculty and staff on Clemson’s main campus and those serving at units across the state to align research, student training and public engagement activities

Expand CAFLS’ Impact Through Strategic Partnerships

• Integrate Extension specialists, agents and teams into relevant courses, experiential learning opportunities and mentorship programs

• Create new or additional engagement opportunities connecting students and the public with Livestock-Poultry Health and Regulatory Services programs, activities and teams

• Strengthen cross-campus partnerships with entities such as the Clemson Artificial Intelligence Research Institute for Science and Engineering (AIRISE); the College of Engineering, Computing and Applied Sciences; the College of Science and the Harvey S. Peeler Jr. College of Veterinary Medicine to co-design and expand Clemson’s agricultural and forest management technologies, data science and sustainability-focused initiatives

• Establish and promote joint faculty appointments and cross-college hires that enhance interdisciplinary collaboration, bring diverse perspectives to CAFLS, and strengthen partnerships across Clemson and with external stakeholders

• Collaborate with state agencies and private-sector partners, including the South Carolina Department of Agriculture, the South Carolina Forestry Commission, the South Carolina Department of Natural Resources and industry stakeholders to drive innovation and advancement in agriculture, forestry and environmental sustainability across the state

• Strengthen engagement with global networks by building targeted partnerships and connecting faculty and students with international opportunities and expertise

Metrics

*Metrics marked with an asterisk indicate alignment with Clemson Elevate’s driving metrics.

• Number of interdisciplinary projects or programs offered at the RECs, the South Carolina Botanical Garden and the Clemson Experimental Forest

• Number of students engaged in experiential learning through the RECs, Extension and other specialized nonacademic units*

• Total investment in off-campus programs, facilities and personnel

• Number of public engagement activities held at CAFLS facilities or in partnership with CAFLS statewide*

• Number of external partners engaged through the RECs, Extension and regulatory offices*

• Number of formal partnerships or collaborations with national and international research institutions and partners established or sustained

Conduct High-Impact Research that Meets the Needs of South Carolina

Our Imperative:

Position CAFLS as a national leader in impactful research that aligns with the state’s economic needs and generates clear solutions to pressing economic, environmental and societal challenges – starting in South Carolina with national and global impact

As a College within a research-intensive institution with a land-grant mission, CAFLS holds a dual responsibility to advance the frontiers of knowledge and apply that knowledge in service of the public good. Now more than ever, the state of South Carolina and the industries, communities and ecosystems within it need research that is not only excellent but deeply relevant to addressing the needs of our state and beyond.

With strengths that span academic, applied and regulatory domains and assets like the RECs, Extension, Livestock-Poultry Health and Regulatory Services, CAFLS is uniquely positioned to bring together the expertise and infrastructure necessary to tackle complex, high-stakes challenges. Our research addresses challenges across South Carolina, such as water and land use, food systems, forestry, public health and agricultural technology to redefine the future of our state and region. These efforts enable CAFLS to contribute to solving global challenges and engaging in reciprocal collaboration with international partners to advance shared goals related to food security, climate resilience, sustainable resource management and public health.

Solutions to our most pressing and urgent challenges – climate resilience, sustainable agriculture, bioenergy sources, rural health, invasive species and food security – require collaboration across disciplines, sectors and geographies. Our College is prepared to lead interdisciplinary research initiatives that generate lasting impact, leveraging innovations like artificial intelligence and quantum computing in agricultural and forestry management contexts to develop generational solutions. Our research not only addresses regional challenges; it also contributes to and benefits from national and global efforts to advance innovation in agriculture, sustainability and public health. Through reciprocal partnerships, shared learning and collaborative discovery, the College both shapes and draws from solutions that inform practice and policy around the world.

CAFLS is committed to visionary research that advances knowledge frontiers yet delivers immediate value and addresses short- and intermediate-term, pressing needs. We also embrace bold ideas by investing in long-term initiatives with the potential to transform our state and communities across the globe.

We are set apart by our deep commitment to our land-grant mission and our dedication to ensuring our work remains responsive, practical and aligned with the industries and residents that rely on our discovery and innovation, because we recognize research does not exist in a vacuum and is rooted in the needs of the communities we serve.

To do this well, we must create the conditions in which bold ideas can take root and thrive by supporting the people and infrastructure behind our research enterprise through investing in faculty development, expanding access to seed funding that can spur larger proposals and projects, modernizing facilities and reducing internal barriers that may stifle innovation.

Aligning our research with real-world needs and equipping our people to pursue ambitious, collaborative projects positions CAFLS to lead with purpose and deliver knowledge that fuels economic growth, informs policy and improves quality of life across South Carolina and beyond.

Key Strategies

Amplify CAFLS’ Translational Research Landscape

• Promote integrated research efforts across the RECs, Regulatory Services, Livestock-Poultry Health, Extension and other units and colleges to strengthen interdisciplinary research and maximize impact

• Emphasize and communicate the value of research on the basic-to-applied continuum in driving meaningful impact for the state’s economy and communities

• Leverage CAFLS’ expertise in land use, water and natural resource conservation to demonstrate the college’s relevance to the state and its needs to inform evidence-based policymaking

• Establish robust communication channels to translate research findings into actionable, evidence-based resources for decision-makers, industry and communities

Elevate the Alignment of Research with State and Regional Needs

• Assess key industry needs across the state to identify opportunities for research that align with CAFLS’ areas of expertise

• Align existing College resources to better support collaborative, interdisciplinary research that addresses economic and community needs

• Pursue research initiatives with clear public and economic value, including areas such as water conservation, land use, food systems, forestry and wood utilization

• Encourage cross-college grant development and research design that fully integrates the expertise and resources of the academic units, RECs, Livestock-Poultry Health, Regulatory Services and Extension

• Expand faculty capacity to pursue competitive research funding by investing in training, proposal development support and collaborative research initiatives

Establish Major Interdisciplinary Research Initiatives Focused on Transformative Impact

• Leverage CAFLS’ and Clemson’s existing expertise and infrastructure to position the College as a national leader in applying artificial intelligence, quantum computing and emerging technologies to agriculture and natural resources

• Develop interdisciplinary research initiatives in key areas such as agricultural and forestry technology, biotechnology, invasive species management, the circular bioeconomy and precision agriculture

• Pursue collaborative research opportunities that connect CAFLS faculty and students with global partners to address shared challenges such as food security, climate resilience and sustainable resource management

• Conduct an economic evaluation of CAFLS programs and statewide activities, along with a needs assessment in coordination with internal and external CAFLS stakeholders

• Develop a business and operational plan based on the results of this needs assessment, including how best to leverage all aspects of the College (units and facilities) and its partnerships to support its future impact

• Secure resources and stakeholder support to fund the start-up phase of initiatives, including facility and staffing needs, and develop shared funding or seed grant programs to incentivize interdisciplinary collaboration

Enhance and Support College-Wide Research Efforts

• Conduct an audit of current research facilities and infrastructure to ensure research assets meet current and future industry standards and support evolving research needs and use the findings to develop short- and long-term capital improvement plans

• Evaluate and address staffing allocations to ensure staffing resources appropriately support research operations

• Expand seed funding opportunities to encourage interdisciplinary cross-college research collaborations

• Review and streamline internal policies and processes to reduce administrative barriers and provide faculty with the flexibility and time to pursue high-impact research

• Strengthen faculty onboarding to improve awareness of available pre-award support services

• Offer targeted professional development for faculty in areas like grant writing, federal funding navigation and research communication

• Produce annual research impact reports, such as Momentum, to highlight research outcomes, trends and alignment with strategic research priority areas

Metrics

*Metrics marked with an asterisk indicate alignment with Clemson Elevate’s driving metrics.

• Number of policy briefs, white papers or public-facing research products produced*

• Number of instances where CAFLS research informs public policy, industry practices or community decision-making*

• Number of interdisciplinary grant proposals submitted

• Stakeholder feedback on the relevance and usefulness of CAFLS research

• Number of national, global or cross-sector research partnerships established*

• Number and total value of interdisciplinary grant proposals awarded*

• Number and total value of industry-sponsored research collaborations*

• Number of new research initiatives targeted at advancing Clemson Elevate’s Areas of Excellence*

• Number of research facility and infrastructure improvements completed

Foster Strategic Engagement and Build Trust with Stakeholders and Partners to Support Collaboration, Innovation and Impact

Our Imperative:

Position CAFLS as a statewide and national leader by strengthening stakeholder
and partner relationships and delivering high-impact outreach that elevates the
college’s visibility and value

Whether we are aligning academic programs with workforce needs, extending the reach of our research or connecting students with real-world opportunities, strategic engagement with external stakeholders and industry partners will be foundational to how we deliver on our mission as a land-grant institution and our overall success.

CAFLS is committed to strengthening and expanding the relationships that support and sustain our work. This includes alumni, donors, employers, stakeholders and partners across industry, government and community sectors and extends to families, community members, policymakers and state agencies. These groups play a role in helping our college thrive and we have a responsibility to consistently, transparently and purposefully engage them.

Strong relationships are built on trust cultivated over time through shared goals, mutual benefit, timely collaboration and clear communication. We prioritize the intentional development of long-term partnerships through advisory councils, stakeholder summits and coordinated engagement efforts that connect people to the heart of our work. We listen as well as share, and we treat communication not as a one-time one-way transaction, but as an ongoing relationship-building tool.

Engagement must be reciprocal and integrated into how we shape our programs, policies and priorities – stakeholder voices are essential in helping us stay relevant, responsive and mission-aligned, and their input helps us refine our approaches, uncover new opportunities and anticipate emerging challenges.

By developing a cohesive College-wide communications strategy, expanding our digital storytelling and equipping faculty and staff to share our collective story, we will elevate the visibility of our impact, ensuring stakeholders see the value of what we do and feel connected to its impacts.

As we move forward, we will grow our network of partners, supporters and advocates to expand the reach, relevance and reputation of CAFLS.

Key Strategies

Prioritize Strategic Engagement

• Conduct a comprehensive review to assess current levels of alumni, donors and partner engagement and identify opportunities to re-engage, recognize and grow these relationships

• Engage industry leaders, donors and policymakers through targeted outreach showcasing the college’s impact across education, research, workforce development and community engagement to increase investment in strategic initiatives

• Strengthen and expand partnerships with key industry partners aligned with the College’s academic and research strengths by designating dedicated College leads to maintain and grow these relationships

• Strengthen collaboration with South Carolina State University, Clemson’s sister land-grant institution, to advance shared priorities through collaborative research, outreach and student success initiatives

• Build and strengthen partnerships with community and technical colleges to create more seamless transfer pathways

• Coordinate with the Office of Corporate Partnerships to expand industry engagement and related partnerships (e.g., industry-sponsored research)

• Strengthen relationships with state and federal policymakers and agencies by communicating the college’s economic and public value through targeted messaging campaigns and impact-focused storytelling

• Host stakeholder and partner summits and showcase events on main campus and across the state to highlight student success, community impact and applied research

Coordinate College-Wide Marketing and Communications

• Design and execute a cohesive marketing and communication strategy that unifies branding, storytelling and outreach efforts across the College

• Increase awareness and use of existing communication resources and provide faculty, staff and students with training to effectively represent CAFLS

• Establish a shared messaging framework and coordinated language reflecting the distinct strengths of all aspects of the College

• Expand digital storytelling and media engagement efforts through video spotlights, podcasts and social media series that elevate the visibility of CAFLS’ statewide work

• Establish consistent internal and external communication channels and calendars to keep faculty, staff, students and external audiences informed of key updates, campaigns and College initiatives

Metrics

*Metrics marked with an asterisk indicate alignment with Clemson Elevate’s driving metrics.

• Number of alumni, donors and industry partners actively engaged with CAFLS

• Increase in total donors and philanthropic support

• Number of formalized partnerships with industry and other external partners*

• Creation of advisory councils with industry professionals*

• Number of information sessions on industry-sponsored research opportunities and total number of participants

• Increase in industry-sponsored research, grants and contracts*

• Engagement metrics (open rate, click-through rate, social shares)

Prioritize Operational Excellence and Drive Efficiency Across the College

Our Imperative:

Identify ways to operate more efficiently, with a focus on making productive and effective use of our limited resources to advance our college’s mission and collective impact

CAFLS is home to world-class academic departments, non-academic units, a robust statewide Extension network, the RECs, Livestock-Poultry Health and Regulatory Services. The breadth of our people, disciplines, strengths, responsibilities and missions is one of our greatest assets.

Our ability to deliver on our mission to prepare students for meaningful careers, conduct research that transforms our disciplines and generate solutions to the state’s most pressing challenges depends on our ability to work together. Connectivity and coordination directly shape our ability to support our distinctive operations while amplifying impact, limiting redundancy to steward our resources more effectively and empowering every unit to thrive as part of a larger, integrated whole.

CAFLS’ ability to implement this plan and deliver on its mission is dependent on our ability to position faculty and staff to support strategic priorities. As needs evolve, so must our approach to structuring roles, allocating resources and coordinating work across the College. By strengthening internal alignment and fostering cross-functional collaboration, we will build a College that is efficient and effective, deeply collaborative and cohesive, and positioned to drive innovation across disciplines and strengthen communities within our state.

Key Strategies

Realize Efficiencies and Savings to More Intentionally Invest in CAFLS’ Mission and Impact

• Assess internal operations, structures and resources to identify opportunities for efficiencies that also maintain and enhance our college’s impact on the state

• Promote shared faculty appointments, infrastructure and interdisciplinary research pursuits across the college, University and peer institutions

• Evaluate and advocate for policies and processes that improve University-wide administrative support services (e.g., Human Resources and Information Technology)

• Identify opportunities to strengthen connections among CAFLS units on the main campus and across the state, such as internships, collaborative research, integrated coursework and student organization partnerships

• Develop centralized platforms and consistent processes to support communication, knowledge-sharing and engagement across all departments and units

• Assess and, as appropriate, realign the college’s organizational structure to support cross-functional collaboration and strategic plan implementation

• Create cross-departmental working groups or communities of practice focused on real-world needs (e.g., One Health, Wood Utilization + Design Institute, workforce development, sustainability, water, land-use management)

Strengthen Internal Capacity and Culture

• Develop a comprehensive implementation plan that clarifies roles and responsibilities, sets timelines and target goals and outlines methods for tracking progress in alignment with the strategic plan

• Develop mechanisms to regularly review, assess and communicate operational performance and accountability for key functions tied to the strategic plan

• Clarify and communicate key business processes, decision-making structures and points of contact across the College to improve transparency

• Identify key functional gaps in staffing and develop hiring plans or shift responsibilities that align with high-priority areas such as interdisciplinary research, administrative support, student success and statewide engagement

• Improve infrastructure across main campus facilities, RECs, Clemson Experimental Forest, the South Carolina Botanical Garden and Extension facilities to ensure safe, modern environments that support interdisciplinary collaboration, student learning, high-quality research and industry engagement

• Elevate the role of Livestock-Poultry Health and Regulatory Services by strengthening integration, visibility and support by prioritizing strategic communication and collaborative engagement

Metrics

*Metrics marked with an asterisk indicate alignment with Clemson Elevate’s driving metrics.

• Number of operational/process improvements implemented

• Number of new shared facilities, infrastructures and resources

• New organizational structure designed and implemented

• Number of partnerships or initiatives connecting main campus with RECs, Extension, Livestock-Poultry Health and Regulatory Services

• Number of joint initiatives or cross-functional working groups established*

• Cost savings, in dollars, resulting from implemented efficiency measures

• Frequency of knowledge-sharing or collaboration sessions held across units

• Percentage of strategic plan action items with assigned owners, target dates and defined success measures

• Amount of capital investment secured or allocated annually for infrastructure improvements across CAFLS statewide facilities

Deliver Innovative, Responsive Curricula and Experiences That Position Students for Success

Attract, Develop and Retain Exceptional Faculty and Staff

Leverage the College’s Statewide Footprint to Drive Innovation and Engagement

Conduct High-Impact Research that Meets the Needs of South Carolina

Foster Strategic Engagement and Build Trust with Stakeholders and Partners to Support Collaboration, Innovation and Impact

Prioritize Operational Excellence and Drive Efficiency Across the College