1. Leading Change Without Creating a Mutiny Jack H Britt University of Tennessee

2. Change LGUs were created as agents of change LGUs were created as agents of change  Therefore…  We should embrace change as part of our culture  We should see change as an opportunity  Deans should facilitate change as change agents  Deans should promote and explain benefits of change before, during and after implementation

3. Why change must occur.. Knowledge Knowledge  Half life of technology is 3.5 yr  Knowledge increasing exponentially Demographic Demographic  Rural to urban shift  Metropolitan, micropolitan  Economic, educational and digital “divide”  Ethnic

4. Why change must occur.. Political Political  Shift to Republican majorities  Less resources for higher education Academic vitality Academic vitality  Change provides opportunities for creativity to emerge in an academic setting

5. Leading Change Germinating and growing seeds of change Germinating and growing seeds of change Using information to support change Using information to support change Communicating why change is needed and beneficial Communicating why change is needed and beneficial Incorporating change in strategic plans Incorporating change in strategic plans Rewarding change Rewarding change

6. Germinating and growing seeds of change Plant an idea seed Plant an idea seed  Plant the idea seed with administrative team, faculty, supervisors, external constituents, colleagues at other universities, staff members Water and fertilizer to see if it germinates Water and fertilizer to see if it germinates  Promote the idea through use of clear data and rationale  Challenge the idea through dialogue  Collect feedback from all groups  Determine if it is viable and beneficial

7. Germinating and growing ideas for change Did the idea germinate and grow? or Did it wither? If it withered, then it probably was not an idea that would have survived or succeeded. Do not hesitate to discard or postpone an idea that did not germinate and grow.

8. Use information to support change Have a thorough understanding of data to support change – a scientific approach Have a thorough understanding of data to support change – a scientific approach  Make sure you are prepared – read, become informed, know the facts Create visuals, diagrams or other pieces to illustrate and explain why change is needed Create visuals, diagrams or other pieces to illustrate and explain why change is needed  Simple, self-explanatory, easy to understand Deliver the same message consistently to different audiences Deliver the same message consistently to different audiences  Use the same pieces in every setting to be consistent

9. Changes in TN Agriculture: % Sales by Sales Category USDA Agricultural Census 2002 (Summarized from Table 57) 4.5% of farms 73% of sales 77% of farms 7% of sales Example of an illustration to show how agriculture is differentiating into large and small enterprises.

10. Federal Agricultural Resources Lag Federal Total Spending Example of an illustration to show why reductions in Extension positions are occurring.

11. Example of an illustration to show importance of the Green industry in Tennessee. Primary Agriculture Economic Impact 2000 Crops 1. Hay, pasture = $568 2. Cotton = $385 3. Tobacco = $369 4. Corn, sorghum = $317 5. Soybeans = $261 6. Fruits, vegetables = $191 7. Wheat, rice = $98 8. Services = $97 9. Misc. crops = $8 10. Grass seed = $2 $2.3 billion 40% Crops Livestock Green $1.8 billion 32% $1.6 billion 28% Livestock 1. Beef = $760 2. Poultry = $418 3. Dairy = $343 4. Hogs = $114 5. Misc= $104 6. Services = $98 Green 1. Greenhouse, nursery = $452 2. Landscape & horticulture services = $1,185 Grand Total = $5.7 billion The data are for the 2000 crop year.

12. Communicating why change is needed and beneficial Faculty, students, constituents must understand why a change is beneficial to them – at least in the long run Faculty, students, constituents must understand why a change is beneficial to them – at least in the long run  Examples from UT  Replacement of Department of Ag & Extension Education with the Concentration in Ag & Extension Education  Shift of Ag Communications from an academic to a service unit  External communication is equally important as internal communications – often more important  It is almost impossible to communicate too much – keep repeating the message  Town hall meetings, departmental meetings, one-on-one conversations, legislators, Farm Bureau officials, Dept of Agriculture, University officials, Board of Trustees

13. Incorporating change in strategic plans Develop a strong strategic plan for every unit Develop a strong strategic plan for every unit  Internal and external input  Rigorous goals  Consensus approach, but with change as a theme Use the plan to drive programs and allocate budgets Use the plan to drive programs and allocate budgets  Benchmarks, Keep folks updated on progress and praise them for developing and implementing effective plans Keep folks updated on progress and praise them for developing and implementing effective plans

14. Rewarding Change Rewarding Change Pubic praise and recognition Pubic praise and recognition  Annual “State of the Institute” address  Publications, newsletters  Personal letters, plaques,  Patent wall Monetary recognition Monetary recognition  Salary increases  Bonus incentive plan for faculty and staff  Annual awards program including “Team” award Redirection of resources to units that embrace change Redirection of resources to units that embrace change

15. Rewarding Change Rewarding Change Appalachian SnowAppalachian BlushAppalachian Mist Estimated benefits for industry = $42.5 million Estimated value for homeowners = $50.0 million Dogwood Team: New Patented Dogwood Cultivars

16. Rewarding Change Rewarding Change “Insects in the Classroom” Jerome Grant Paris Lambdin CASNR Eisenhower Grant THEC

17. Rewarding Change Rewarding Change Giles County Beef Marketing Alliance 13 cattle producers – focus on quality 13 cattle producers – focus on quality Produce and market cooperatively Produce and market cooperatively Added value of $48.47 per head on 8/2/02 Added value of $48.47 per head on 8/2/02 525 head x $48.47 = $25,446.75 525 head x $48.47 = $25,446.75

18. Examples of Change From 1998 to 2004 UT Institute of Agriculture Organizational Number of Ag departments reduced from 21 to 8 Number of Ag departments reduced from 21 to 8 Number of Vet departments reduced from 6 to 4 Number of Vet departments reduced from 6 to 4  First African American Dean at 1862 LGU Veterinary College Transitioned 3 branch research stations to be solely supported by revenues Transitioned 3 branch research stations to be solely supported by revenues Built multi-state partnerships through joint faculty and professional staff Built multi-state partnerships through joint faculty and professional staffFiscal Grant and contract funding increased from $7M to $28M annually Grant and contract funding increased from $7M to $28M annually 26% budget growth with decreased state and federal appropriations 26% budget growth with decreased state and federal appropriations Increased ag faculty salaries from 13th of 13 in Southern region to 5th of 13 in 5 years Increased rate of technology transfer approximately 3-fold Increased ag faculty salaries from 13th of 13 in Southern region to 5th of 13 in 5 years Increased rate of technology transfer approximately 3-fold