Strategic Plan
2000-2005
| ffffffffff | I. Preface |
| ffffffffffffffffffffffffffffffffffffffffffffffffff | II. Vision |
| ffffffffff | III. Missions |
| ffffffffff | IV. Strategic Outcomes |
| ffffffffff | fffff • Metrics of Success |
| ffffffffff | fffff • Strategic Actions |
I. Preface
In 1985, the Pulp and Paper Research and Education Center was established affiliated with the Department of Chemical Engineering in the College of Engineering at Auburn University. The original purpose of PPREC was to facilitate and conduct programs of research and education for the benefit of the pulp, paper & bio-resource industry.
A few years later, in 1988, the Auburn Pulp and Paper Foundation was formed for the purpose of providing advice and support from the industry to the university and the PPREC. Financial support in the form of scholarships for highly qualified engineering students was the major focus of foundation funding.
Since 1987, when the first graduates in chemical engineering with the pulp, paper & bio-resource option entered the industry, nearly 200 BS level graduates have been produced from the program and are pursuing rewarding and challenging careers. Over the same period, several dozen advanced degree recipients have completed research projects focused on the needs of the pulp, paper & bio-resource industry. The volume of research being conducted by Auburn University faculty members on pulp, paper & bio-resource related projects now totals in excess of $1 million per year.
Auburn's leadership among the pulp and paper schools culminated in the formation of the Pulp and Paper Education and Research Alliance in 1994. Auburn continues to lead this important organization and to coordinate the programs of the member institutions for the benefit of the industry. Of particular note is the ongoing strong participation of PPERA in Agenda 2020, the industry's technology vision and research agenda.
Since 1992 PPREC has been pursuing a strategic plan to achieve specific objectives in research, education, technology transfer and extension. The goals originally established, except for those involving facilities, have been met or exceeded. Over that period of time, however, there has been a tremendous change in the structure and prospects of the pulp, paper & bio-resource industry. Auburn University has also undergone considerable change over the same period. A new strategic plan for PPREC is needed, and the following document outlines our response.
We also applaud the current efforts of the APPF to develop its own strategic plan. The integration of the PPREC and APPF plans is essential to our recommitment to a truly effective partnership which is fully prepared to confront the challenges certain to be encountered by the pulp, paper & bio-resource industry early in the 21st century.
The PPREC Strategic Plan 2000-2005 focuses upon four key strategic outcomes related to our interrelated missions of education, research, technology transfer and extension. Associated with each strategic outcome, specific metrics of success are identified which will be used to determine progress against our goals. To achieve each strategic outcome, the plan calls for a number of strategic actions to be implemented.
The Auburn University's Pulp and Paper Research and Education Center and the Auburn Pulp and Paper Foundation have worked well together to reach our current position of excellence. To move on to reach our new and more ambitious goals requires an ever higher level of cooperation and coordination in the spirit of a true partnership.
II. Vision
The Pulp and Paper Research and Education Center at Auburn University is a dynamic, responsive organization focused on the needs of the pulp, paper and allied industries in engineering education, research, technology and technical information, noted for its unique capabilities to partner with the industry through the Auburn Pulp and Paper Foundation and to lead the Pulp and Paper Education and Research Alliance. Our success is measured in terms of the quality of our graduates, the contributions of our alumni to the welfare of their companies and the industry, the participation of the industry in our programs and the APPF, our research results and the significance of the resulting technologies transferred to the industry.
III. Missions
The missions of PPREC are to provide undergraduate, graduate and continuing education in science and engineering relevant to the needs of the pulp, paper and allied industries, to conduct fundamental and applied research in line with the industry's research agenda, to develop and transfer technology to the industry consistent with the industry's technology vison and to provide timely technical information to the operating sector of the industry.
IV. Strategic Outcomes
Strategic Outcome 1:
Provide graduate engineers well prepared to enter the pulp, paper and allied
industries and to make long term contributions to the welfare of these
industries.
Metrics of Success:
MS 1.1 Number and quality of graduates actually employed by the industry
MS 1.2 Short, mid and long term retention of alumni in the industry
MS 1.3 Mid to long term contributions of alumni in industry
MS 1.4 Quality and number of new freshman and continuing students
Strategic Actions:
SA 1.1 Strong emphasis on motivation and personal characteristics in
recruiting
SA 1.2 Strong emphasis on cooperative education and the internship
program for industry experience
SA 1.3 Maintenance of a scholarship program sufficient to allow a high
quality student pool of sufficient numbers
SA 1.4 Continued upgrading of the curricula to meet industry needs
SA 1.5 Continued upgrade of faculty expertise to support the curricula
Strategic Outcome 2:
Facilitate and conduct research aligned with the industry's research needs,
technology vision and strategy.
Metrics of Success:
MS 2.1 Number of projects and total volume of research deployed
against industry's objectives
MS 2.2 Balance of portfolio of projects among fundamental, applied and
development projects
MS 2.3 Degree of participation in the program by the industry
Strategic Actions:
SA 2.1 Communication of industry's research needs to faculty
SA 2.2 Match of faculty expertise against industry interests and funding
sources
SA 2.3 Identification and provision of seed funding and industry support
SA 2.4 Monitoring of ongoing industry research needs prioritization and
opportunities for cooperative proposals
SA 2.5 Continuing high level involvement with and leadership of Agenda
2020, PPERA, TAPPI, and other organizations participating in
the fostering of R & D for the industry's benefits
Strategic Outcome 3:
Facilitate efficient, effective and rapid technology transfer into the pulp and
paper industry.
Metrics of Success:
MS 3.1 Number and effectiveness of demonstration installations in the
mills
MS 3.2 Creation of strong intellectual property positions on all ideas or
inventions of potential commercial value
MS 3.3 Number and success of mill-scale deployments of resulting
technologies
Strategic Actions:
SA 3.1 Identify potential mill sites for demonstration projects
SA 3.2 File for patent and copyright protection aggressively
SA 3.3 Develop appropriate strategic partnerships with suppliers and/or
producers for sales, marketing, installation and service
functions
Strategic Outcome 4:
Provide quality and timely extension programs meeting specific, high priority
industry needs.
Metrics of Success:
MS 4.1 Volume and quality of information, training and short courses
provided to the industry
MS 4.2 Immediate and longitudinal evaluations of quality and impact of
all information transfer activities
Strategic Actions:
SA 4.1 Identify and track needs of companies and mills for extension
products and services
SA 4.2 Develop strategic partnerships with appropriate organizations
(e.g. APPCO, ASCC, TAPPI) for effective delivery
SA 4.3 Assess quality and impact of programs for continuous improvement and
strategic redirection
Strategic Outcome 5:
Accomplish Strategic Outcomes 1-4 through a strong working partnership with APPF.
Metrics of Success:
MS 5.1 All success metrics above ( MS 1.1 through MS 4.2)
MS 5.2 All success metrics expressed or implied in the APPF Strategic
Plan
Strategic Actions:
SA 5.1 Develop and implement specific APPF-PPREC linkages to achieve Strategic
Outcomes 1-4
SA 5.2 Meet the expectations agreed upon by APPF and PPREC
