Strategic Plan 2013

IV. Goals and Strategies

The strategic plan comprises a series of strategies linked to the program's five primary goal areas: promoting widespread integrated pest management use, developing strategic research and outreach agendas, enhancing sustainable IPM capacity within UC, provide statewide leadership; and supporting organizational effectiveness. Each strategy is designed to serve as an important step in furthering the goal it addresses.

Overview of Goals and Strategies

The following table summarizes the goals and associated strategies:

GOALS	STRATEGIES
A. Promote Widespread IPM Use	A1. Branding and Messaging A2. Scientific Guidance to Public and Private Initiatives A3. Partnership Development A4. Access to Information A5. IPM Practitioner Development
B. Develop Strategic Outreach and Research Agenda	B1. Collaborative Strategy Development and Priority-setting Process B2. ANR and UC Engagement B3. New Adoption Approaches B4. Program Development and Phase-down
C. Enhance IPM Capacity within UC	C1. Sustainable Capacity C2. Faculty Partnerships C3. Program Funding and Capabilities C4. Field to Campus Information Flow C5. New Academic Partnerships
D. Provide Statewide Leadership	D1. Public Policy Guidance D2. Coordination of IPM Community D3. External Communications
E. Support Organizational Effectiveness	E1. Employee Recruitment, Development, and Retention E2. Organizational Alignment with Strategic Priorities E3. Employee Participation E4. IPM Advisor Reporting Relationships

A. Promote Widespread IPM Use

Position ecologically based pest management as the method of choice.

The overarching goal of UC IPM is to encourage the public and resource managers to use integrated pest management as the standard method for managing pests. Through its interaction with the broad public and pest management professionals, UC IPM will be carrying out the university's service mission in a comprehensive and effective way. By supporting widespread awareness, UC IPM will support individual gardeners, homeowners, farmers, land managers, and pest-control professionals in developing the capacity to identify and adapt ecologically based solutions in response to changing circumstances. To achieve this goal, UC IPM will work to improve the understanding of integrated pest management through education partnerships, communications initiatives, policy advocacy, and outreach alliances. UC IPM's Program Advisory Committee (PAC), comprised of internal and external stakeholders, will help program staff ensure that the changing needs of the diverse audiences for IPM programs are addressed.

A1. Branding and Messaging

Define IPM as a concept for key audiences. Research and improve the IPM brand, name, and succinct key messages.

Ecological pest control is a complex methodology. It is a holistic systems approach that requires ongoing, adaptive management of pests. At the same time, having simple, compelling messages can be an essential component of UC IPM's overall strategy for building awareness and adoption. This strategy consists of conducting communications analysis to find the brand concepts and messages that will most effectively create interest and understanding. Audience research can be conducted to determine what messages are appropriate for the urban, agricultural, and natural area audiences. The research will also explore the ways to effectively develop an IPM brand. A brand conveys the essence of a product, its immediate tangible benefits, and why it's superior to alternatives; brands also convey a sense of quality. Developing a clear and recognizable set of images and associations for integrated pest management will help the approach become, in the words of a steering committee member, a household word.

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A2. Scientific Guidance to Public and Private Initiatives

Monitor and provide objective information to major IPM-related initiatives.

Both private sector and public policy initiatives can have a dramatic impact on the understanding and use of integrated pest management. Economic risks in the agricultural sector, for example, create strong incentives that influence the mix of chemical and biological methods used to control pests. UC IPM will monitor and provide scientific input to initiatives such as IPM certification for foods and pest-control professionals, new building or maintenance standards developed to prevent pests in urban structures, and regulatory processes including Clean Water Act implementation (e.g., total maximum daily load and agricultural waivers) and Clean Air Act implementation (e.g., volatile organic compounds).

A3. Partnership Development

Identify and partner with natural extenders of IPM information.

UC IPM will pursue relationships with organizations that interact with frontline ecosystem managers. These organizations—such as retail garden centers in urban areas, agricultural commodity organizations, and professional associations or local agencies—are well positioned to provide IPM information to target audiences. These partnerships can provide good results with relatively low initial effort, given UC IPM's existing relationships and the proximity of the natural extenders to the end users of IPM information.

A4. Access to Information

Ensure access to IPM practices and information.

Access to up-to-date IPM practices and information will be key in spreading the adoption of IPM practices to new practitioners as well as supporting current practitioners. Maintaining and enhancing high quality publications, Web pages, and other educational materials tailored for specific clientele is essential. The program will evaluate additional methods to disseminate information to current and new practitioners on a regular basis. This will include ensuring that information flow from campus or extension researchers to practitioners occurs in a timely manner. UC IPM will make information available to Spanish-speaking clientele and other non-English speaking audiences as appropriate and feasible.

A5. IPM Practitioner Development

Advocate for adequate resources for training IPM practitioners.

Fewer and fewer IPM practitioners are being trained by the UC and California State University (CSU) systems. A strong ecological education and upper division courses in pest management sciences are required to implement integrated pest management in the field. UC IPM will advocate for adequate educational resources to train future practitioners at the college level. There will also be a focus on providing more effective continuing education on IPM tools and techniques for existing practitioners. This may include working and forming partnerships with educational providers outside of the UC system.

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B. Develop Strategic Outreach and Research Agenda

Focus program development on the areas of greatest need.

As a land-grant institution, UC is responsible for addressing issues of public concern through its mission of research, teaching, and service. This role was the basis of the California legislature's mandate to the university in 1979 when it established UC IPM and charged it with disseminating to the public the best science regarding environmentally sound pest control. This goal responds to this core public service charge by focusing UC IPM's attention on those pest management challenges that have the greatest impact on the state of California. The strategic priority-setting process will assess potential future threats and trend lines so that the program can anticipate major pest management issues and challenges.

B1. Collaborative Strategy Development and Priority-setting Process

Conduct a regular, collaborative team process to identify and update strategic program priorities.

UC IPM academic and professional staff will meet annually to consider accomplishments and to set new priorities and strategies for the coming year. In addition, programmatic components (i.e., urban, agriculture, natural resources, and pesticide safety education) will work with stakeholders to bring their needs and ideas to the table. Finally, members of the UC IPM PAC will meet regularly to give their perspective on statewide priorities. UC IPM relies on a diverse set of stakeholders to achieve its mission, and this strategy development process will facilitate representation of a cross section of partners and provide a broad base of expertise and information while building ownership for the IPM strategic agenda inside and outside the university. Strategy development teams will address the three areas of strategic focus: urban, agricultural, and natural resources.

B2. ANR and UC Engagement

Conduct outreach to engage and energize the IPM community within the university.

UC IPM will communicate the results and findings of the strategic priority and strategy development process to important stakeholders within the university. This effort will include energizing ANR research faculty in all related disciplines that could assist with research needs identified in the strategic priority process. A key venue to bring partners together will be the ANR Pest Management Program Team.

B3. New Adoption Approaches

Continue to explore the potential of new information dissemination approaches to improve the adoption of integrated pest management or reach new audiences.

Technologies and methods for disseminating information are continually evolving. UC IPM must adapt its programs to adopt new methods that will improve outreach to user audiences both new and old. UC IPM will actively review literature, participate in topical meetings, and take advantage of opportunities to learn about new methods. Experts from the areas of social marketing, information design, information technology, applied economics, and adult learning may be consulted. UC IPM will develop pilot projects to test and evaluate promising new approaches and train staff in new technologies as needed.

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B4. Program Development and Phase-down

Manage the program portfolio to allocate resources appropriately to new strategic initiatives; stable, long-term programs; and programs with declining needs.

Recognizing that resources are limited, UC IPM will use the results of the strategic assessment to allocate resources. Appropriate financial, human, and physical resources will be provided to support the development of new programs while appropriate maintenance or phase-down strategies will be deployed for steady-state and declining-need programs. UC IPM will work to mitigate the impact to users of declining programs. An option is to explore public-private partnerships to bring in external resources to support programs that are of lower priority in light of state needs.

C. Enhance IPM Capacity within UC

Promote enhanced IPM capacity within UC.

Internal and external stakeholders of UC IPM are concerned that IPM-related positions are not being refilled when incumbents retire. Because no academic school or division is focused on integrated pest management, this attrition could result in a reduction in the core capacity of the university to generate basic and applied pest management research on a sustainable basis. Similarly, delivery of IPM information to clientele will likely be diminished by any reduction in numbers of campus- and noncampus-based Cooperative Extension personnel who have IPM expertise. UC IPM also will need to cultivate, develop, maintain, and support future IPM practitioners. This goal focuses UC IPM's efforts to ensure that the university's IPM research and outreach capacity is sufficient to support program and user needs.

C1. Sustainable Capacity

Promote sustainable capacity based on identified gaps in ANR positions.

UC IPM willuse the results of the strategic priority setting process outlined in the goal Develop Strategic Outreach and Research Agenda to identify current and potential gaps in expertise. The program will use the strategy assessment findings to encourage the maintenance and enhancement of sustainable capacity in areas evaluated as meeting state needs regarding integrated pest management. The program will also actively recommend new positions or those that are appropriate for refilling.

C2. Faculty Partnerships

Engage faculty with expertise in strategic areas.

The program will cultivate relationships with faculty in subject-matter areas of strategic need. The program will explore ways for involving faculty more in UC IPM planning and establishing joint programs with Cooperative Extension IPM advisors, Cooperative Extension specialists, and staff. UC IPM will also explore ways to affiliate additional Cooperative Extension specialists formally or informally with UC IPM.

C3. Program Funding and Capabilities

Increase funding and research and outreach opportunities to support strategic program priorities.

To carry out the research priorities identified through the strategic priority-setting process, UC IPM will need to ensure adequate funding and research and outreach capabilities. The goal of this strategy is to attract resources that can be used to fund research, information delivery, and program design in the areas of pest management systems and adoption strategies.

 Field to Campus Information Flow

Increase flow of information from the field to the campus in unsolved problem areas by engaging campus faculty in UC IPM activities.

One way UC IPM is enhancing field to campus interaction is by affiliating campus-based Cooperative Extension specialists with UC IPM. Other ways are by involving campus faculty and Cooperative Extension specialists in developing and reviewing UC IPM publications, educational materials, and outreach programs.

C5. New Academic Partnerships

Build additional relationships with advisors, faculty, and specialists.

UC IPM will establish new connections with advisors, faculty, and specialists to reflect the strategic focus on the adoption of IPM methodologies through improved collaboration in research, demonstration, and extension. These new relationships may include individuals in new regions or areas of expertise or interest.

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D. Provide Statewide Leadership

Provide leadership for California's IPM community.

There are many individuals and organizations involved in developing and promoting IPM practices throughout the state, and through the years UC IPM has built strong relationships with most of them. The program also enjoys a high level of visibility and respect among these peers, as evidenced through stakeholder surveys. Thus, UC IPM already holds a valued leadership position, and this strategy area is intended to ensure a continued commitment to advancing the field of IPM research and practice and to communicate the value to program and policy leaders throughout California.

D1. Public Policy Guidance

Inform resource and policy decision makers.

UC IPM will inform resource and policy decision-making entities at the local, state, and national levels. The program will advocate for needed resources to support the adoption of integrated pest management statewide. The program will also advocate appropriately about pest management aspects of water quality, air quality, environmental justice, ecological systems, public health, and other issues. This effort will include ensuring that decision makers within the university and at the state level understand the value of integrated pest management to the economic, social, and environmental health of California.

D2. Coordination of the IPM Community

Advocate for the coordination and effective use of resources throughout the state.

Another way UC IPM can provide leadership is to assist in identifying opportunities for joint and complementary research as well as educational and adoption support resources. This advocacy role is consistent with the program's strategic interest in promoting the adoption of IPM practices throughout California.

D3. External Communications

Communicate all messages and aspects of UC IPM and cultivate key partnerships with other organizations
focused on IPM.

It is important to regularly inform the public, all stakeholder groups, and IPM partners throughout the state, such as local governments, state regulatory agencies, pest management professional organizations, industry groups, and so forth of the ongoing set of activities, projects, and priorities comprising UC IPM. In this way, the program can ensure comprehensive, effective, and innovative delivery and adoption of IPM information.

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E. Support Organizational Effectiveness

Enhance UC IPM's organizational systems.

UC IPM is a high-functioning organization with top-quality research and outreach products married to cutting-edge technology and joined by long-standing interpersonal relationships in the field—all of which contribute to the success and effectiveness of the program. To sustain this level of professionalism and meet the ever-changing needs of clients within the state, the program must continue to advance its organizational capacity to develop, disseminate, and evaluate IPM information. The program's structure, human resources, and mechanisms for communication and collaboration require careful monitoring and measured improvement over time.

E1. Employee Recruitment, Development, and Retention

Address retention, development, and recruitment issues, and hire strategically.

As UC IPM addresses and advances in the adoption of changing needs, especially in urban and natural areas, the staffing requirements of the organization will likely change. Employee responsibilities may need to be revised, and new positions may be need to be developed to fill gaps in organizational capacity. The program must plan for filling future UC IPM leadership positions and ensure opportunities for professional growth and development for employees. Resources must be allocated to implement needed training and support activities.

E2. Organizational Alignment with Strategic Priorities

Align management and organizational strategies with strategic priorities.

UC IPM will periodically review its organizational structure and definition of positions to best meet the needs identified in the strategic priorities.

E3. Employee Participation

Promote employee participation in all aspects of program business.

UC IPM academic and staff employees have much to offer the program. Productivity, employee satisfaction, program quality, and customer satisfaction can all be positively impacted by soliciting and considering input from all program members, fostering creative collaborations among program components, and ensuring effective communication within the program. Especially given the challenges of physical separation between Davis-based units and among UC IPM and affiliated academics, well-defined communication strategies can positively affect the ongoing operations of the organization and the processes for implementing changes, as described in earlier strategies.

E4. IPM Advisor Reporting Relationships

Strengthen the reporting relationships of IPM advisors to the program.

The program's organizational and geographical structure has created a set of unusual challenges to a UC IPM advisor's administrative and functional relationships. This strategy will focus on developing and maintaining reporting relationships that overcome these challenges to enhance communication and support for the advisors and foster a sense of cohesion throughout the program.