COLLEGE OF THE ENVIRONMENT AND LIFE SCIENCES 2018-2023
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COLLEGE OF THE ENVIRONMENT AND LIFE SCIENCES 2018–2023
Table of Contents
2 A Message from Dean John Kirby
3 Vision and Mission
4
Academic Programs
Summary Goal Statement
Focus Area 1: Educational Excellence—Innovative Curricula to Enhance Student Success
Focus Area 2: Research and Discovery—Integrating Research and Experiential Learning
into the Student Experience
Focus Area 3: Global Perspective—Building Global Competence
Focus Area 4: Diversity and Social Justice—Fostering an Inclusive and Diverse CELS Community
8
Research
Summary Goal Statement
Focus Area 1: Local to Global Environmental Change
Focus Area 2: Agriculture and Food Systems
Focus Area 3: Human and Environmental Health
Focus Area 4: Multi-Scale Science: From Genomes to Ecosystems, Microbes to Humans
12 ooperative Extension and Public Engagement
C
Summary Goal Statement
Focus Area 1: Food Systems and Agriculture
Focus Area 2: Healthy Lifestyles
Focus Area 3: Land Stewardship
Focus Area 4: Marine and Freshwater Resources
Focus Area 5: Energy Literacy
Message from the Dean Vision
University of Rhode Island College of the Environment and Life Sciences (CELS)
The College of the Environment and Life Sciences (CELS) will be a national leader among colleges specializing in environmental and life
embodies the historic mission of the land-grant university sciences, environmental management, policy, and design.
system with its three-fold mission of education, research, Adopted 16 November 2006
and public outreach. We offer graduate and undergraduate
academic programs in environmental and life sciences, as well
as environmental economics, management, and policy. Each year,
Mission
more than 2,000 students in these critical fields of study benefit URI CELS strives for excellence in teaching, research, and service. We prepare
from the knowledge of our approximately 100 faculty members, our students with the skills, knowledge, and insight to address the challenges
most of whom actively conduct research on topics of relevance to of today’s world and support their development as lifelong learners. We foster
the state, the nation, and the world. We take pride in our efforts collaboration among our undergraduate and graduate students, staff, and faculty
to attract and retain faculty and students from across the globe, capitalizing on the variety of in experiential learning and provide opportunities for students to apply their
experiences and perspectives brought to the college by our diverse faculty and student body. knowledge beyond the University. We address contemporary problems through
Consistent with our land-grant and sea-grant heritage, we actively engage with the public to innovative, relevant, and scholarly research. We extend our research-based
ensure that members of the community benefit from the skills and expertise of our faculty, knowledge through community engagement in the tradition of our land-grant
staff, and students. and sea-grant heritage and are dedicated to outreach and service to our
state, national, and global community.
This strategic plan describes goals and sub-goals related to each of our three mission Adopted 16 November 2006.
areas, complementing and aligning with goals and strategies articulated in the 2016-2021
University of Rhode Island Academic Strategic Plan. The CELS goals are broad and In support of the vision and mission statements of the College of the Environment
ambitious, and provide direction for our work while allowing for course corrections as and Life Sciences, elected and appointed members of the Curriculum Committee,
new and exciting opportunities arise. Faculty, staff, students, and stakeholders were Diversity Committee, Research Committee, and Cooperative Extension, and
deeply engaged in the development of our strategic goals, and I am pleased to report Outreach Coordinating Committees have come together to formulate a Strategic
that their ideas are paramount within this plan. Plan to guide priorities for the college’s three mission elements of instruction and
learning, research and discovery, and engaged extension and outreach.
It falls upon all of us within CELS to implement the plan and ensure that we move
forward in achieving these worthwhile goals and objectives. A true measure of our These three mission elements are not intended to work independently of each other.
success will be evident when seeing the impacts of our pursuit on the nature and Our cutting-edge research and scholarship inform our instructional activities with
function of the college and all that it does. students and contribute to the success of our extramural extension clientele.
Likewise, our engagement with extramural extension clientele informs our research
Thanks for all that you do, activities to keep them timely and relevant, and our extension and outreach activities
provide great opportunities for practical engagement and experiential learning to all
our CELS students. Recognizing the complementary nature of the elements of our
mission, we cooperate and work collaboratively with faculty and staff from other URI
colleges, most prominently the Graduate School of Oceanography, in the fulfillment
of our mission.
John D. Kirby, Ph.D.
Dean, URI College of the Environment and Life Sciences
2 CELS STRATEGIC PLAN 2018–2023 UNIVERSITY OF RHODE ISLAND 3
Academic Programs
Focus Area 1: E
ducational Excellence—Innovative Curricula to
Enhance Student Success
Rapid changes in knowledge, nature and identity of disciplinary fields, and career opportuni-
ties for students require graduates to have a professional toolkit that will allow them to adapt
to the evolving needs of the workforce. CELS will be a leader in offering students innovative
academic and co-curricular opportunities that support academic success, foster the devel-
opment of critical thinkers and productive citizens, honor disciplinary fields and promote
Academic Programs interdisciplinary study, and meet the evolving needs of employers.
Goal 1: • SUB-GOAL 6: Build and strengthen Goal 3:
The College of the Environment and Life Sciences’ Academic Strategic Plan formal partnerships with other
focuses on the following mission elements that align with the URI Academic By 2023, CELS will enhance academic programs and departments By 2023, CELS will provide
Strategic Plan 2016-2021, leverage our strengths, and position our students program excellence through in the University. students with comprehensive
innovative curriculum development academic, resource and career
and faculty for success in meeting the evolving challenges of the 21st century.
and assessment.: Goal 2: advising to support student
Educational Excellence—Innovative Curricula to Enhance Student Success By 2023, CELS will implement new achievement, increase retention
• SUB-GOAL 1: Leverage our excellence
programs, pedagogies and modes and graduation rates, and prepare
Research and Discovery—Integrating Research and Experiential Learning into in research and extension/outreach to
provide innovative academic programs of course delivery to enhance students for post-graduation
the Student Experience at both the undergraduate and graduate student learning and meet the success.:
levels, including, but not limited to needs of a changing student body.
Global Perspective—Building Global Competence • SUB-GOAL 1: Periodically evaluate the
environmental communication,
biotechnology, sustainable agriculture, • SUB-GOAL 1: Develop innovative roles and relationships of the CELS
Diversity and Social Justice—Fostering an Inclusive and Diverse CELS certificate, degree, and dual-degree professional and faculty advisors to
global environmental change, and
Community environmental health. programs to provide students with support student success.
interdisciplinary and multidisciplinary
The CELS Academic Plan aligns with the following goals of URI’s Academic • SUB-GOAL 2: Implement learner-cen- opportunities to increase their success • SUB-GOAL 2: Periodically evaluate the
Strategic Plan: tered, research-validated course design and employability. effectiveness of tools used to assess
to include evidence-based teaching CELS student progress through degree
Goal 1—Enhance Student Success (strategies 1, 2, 3, 4 and 6) methods and student metacognition. • SUB-GOAL 2: Support development milestones, retention and degree com-
Integral assessment tools will allow of online courses and programs using pletion; identify and address barriers to
Goal 2—Expand Research, Scholarship, and Creative Work
monitoring of the effectiveness of best-practices for online education. student success.
(strategies 2 and 4)
these methods in improving knowl- • SUB-GOAL 3: Collaborate with Com- • SUB-GOAL 3: Provide students with
Goal 3—Grow a Global Presence (strategy 3) edge retention and promoting deeper munity College of Rhode Island (CCRI) clear degree progress information
Goal 4—Embrace Diversity and Social Justice (strategies 1, 2, and 3) learning. to design courses and programs that using the e-Campus Degree Progress
• SUB-GOAL 3: Integrate skill-building will transfer seamlessly to CELS degree Report and program-specific academic
across the curriculum, including exper- programs. maps; support student attainment of
imental design, data analysis, geo- degree milestones.
• SUB-GOAL 4: Support research in the
graphic information systems, remote scholarship of teaching and learning • SUB-GOAL 4: Support dual enrollment
sensing, rhetoric, communication, and and professional development of of undergraduates in graduate certifi-
data visualization. faculty. cates and professional master’s degree
• SUB-GOAL 4: Integrate and assess programs to accelerate and enhance
• SUB-GOAL 5: Integrate learning out- student success in the workplace.
learning outcomes at all levels of the comes assessments with pedagogical
curriculum. innovations. • SUB-GOAL 5: Offer co-curricular
• SUB-GOAL 5: Incorporate student, programming that supports the profes-
• SUB-GOAL 6: Increase online, summer sional and career development goals of
alumni, and employer feedback into and J-term offerings of high interest
program assessment; review and up- CELS students, including development
and high enrollment courses. of professional skills.
date the program curricula if necessary
to ensure that the evolution of our
programs meet the needs of graduates
as they enter the working world.
4 CELS STRATEGIC PLAN 2018–2023 UNIVERSITY OF RHODE ISLAND 5
Academic Programs (continued) Focus Area 3: G
lobal Perspective—Building Global
Competence
Focus Area 2: Research and Discovery—Integrating Research
Global competence can be developed through opportunities allowing engagement
and Experiential Learning into the Student with issues of global importance and through interaction with a diverse community of
Experience fellow students and scholars. CELS is well-positioned to support this effort through our
CELS faculty address global challenges through research and outreach programs international research and outreach activities, our growing portfolio of faculty-led study-
across the fields of environmental and life sciences, environmental economics, and abroad courses, and our increasingly diverse faculty and student body.
resource management. CELS will lead the University in offering academic programs
and opportunities that integrate research, experiential learning and outreach into the Goal: • SUB-GOAL 2: Increase opportunities • SUB-GOAL 4: Develop additional
for international study through J-term international partnerships in the
student experience. By 2023, CELS will prepare and summer courses. sustainable management of fisheries
students to engage in international and aquaculture resources, resources
Goal 1: • SUB-GOAL 5: Support place-based • SUB-GOAL 5: Provide opportunities education, research, and outreach • SUB-GOAL 3: Strengthen existing economics, and water resources to
teaching strategies that emphasize for students to present research at international programs and seek out attract additional international students
By 2023, CELS will support experi- collaborations and to be successful
the study of local places, extramural local, regional, and national symposia, new collaborations with institutions to our graduate programs.
ential learning opportunities for all global citizens. outside of the United States for
experiences and a diversity of field providing exposure, experience,
CELS students through curricular experiences, including those available and networking opportunities. • SUB-GOAL 1: Incorporate the interna-
educational exchange, course • SUB-GOAL 5: Develop online certif-
and co-curricular programs, and at CELS farms and research facilities, tional outreach and research activities articulation, graduate student icate programs that allow qualified
including marine facilities at the Nar- Goal 3: of CELS faculty and staff into the recruitment, and dual degree international students to begin their
provide them with the experience opportunities. education online before completing a
ragansett Bay Campus and rich and By 2023, CELS will foster the undergraduate and graduate curricula.
and confidence to successfully diverse local natural habitats. graduate degree on campus.
compete for professional development of interdisciplinary
opportunities upon graduation. • SUB-GOAL 6: Promote career/profes- knowledge and will build more
sional development through alumni/ connections across disciplines
• SUB-GOAL 1: Incorporate real-world industry engagement, the CELS and academic units.
problems into the curriculum, by URISE program, and the University’s
providing students with the opportu- Center for Career and Experiential • SUB-GOAL 1: Evaluate and streamline
nity to work in multidisciplinary teams Education. CELS undergraduate majors through Focus Area 4: D
iversity and Social Justice—Fostering an
in which they apply tools taught in the program revisions to improve time to
classroom. Goal 2: completion and facilitate the ability Inclusive and Diverse CELS Community
By 2023, CELS will increase of students to complete relevant
• SUB-GOAL 2: Provide increased second majors and minors. CELS is an inclusive community that embraces diversity in all its forms and recognizes
opportunities for service learning and opportunities for student
that diversity of thought and experience contributes to our excellence.
outreach through collaborations with engagement in research. • SUB-GOAL 2: Develop inter-
URI Cooperative Extension as well as disciplinary majors that allow
• SUB-GOAL 1: Increase the number
state, municipal and K–12 partners. students to combine training in
of students who engage in research Goal 1: a community that values both unique Goal 2:
existing areas of strength in identities and the connections that
• SUB-GOAL 3: Strengthen partner- experiences. CELS will create an active learning CELS will recruit and support
academic units across campus. foster collective growth and to embrace
ships with state/federal partners and
• SUB-GOAL 2: Offer problem-based community among students, faculty, the multiplicity and complexity of students, faculty, and staff to
local and global industry to expand • SUB-GOAL 3: Solidify collaborations
learning experiences that allow and staff that supports diversity, identities within individuals or groups. ensure diversity and inclusion
and formalize options for experien- with other URI programs to provide
students to address questions of inclusion, and success. CELS will of historically underrepresented
tial learning for students including relevant interdisciplinary courses and • SUB-GOAL 2: Develop faculty expertise
immediate concern to stakeholders
internships, research opportunities, experiential learning opportunities continue to foster a robust Diversity in inclusive teaching pedagogies and groups from various backgrounds.
in the state of Rhode Island.
directed study courses and capstone to students (e.g. Entrepreneurship Committee, comprised of faculty, subject matter, and support and reward
experiences. in Food Systems, Agribusiness with • SUB-GOAL 1: Recruit a more diverse
• SUB-GOAL 3: Offer research-based staff, and students, that works to programs that implement best practices
College of Business; One Health faculty and staff to reflect and support
capstone experiences as an option provide a safe place for the CELS of inclusivity across our three major
• SUB-GOAL 4: Provide increased with the Health Collaborative; Food our student body.
for students to meet the D1 general mission elements of teaching, research,
opportunities for CELS students Security and Equity with College of community to discuss issues of
education outcome requirement and community engagement. • SUB-GOAL 2: Increase recruitment of
to engage with the public through Arts and Sciences; Marine Biology equity and inclusion for our college.
(Integrate and Apply). undergraduate and graduate students
course-based, co-curricular, and Fisheries with the Graduate • SUB-GOAL 3: Support the academic
college-wide programs. • SUB-GOAL 1: Foster the cultural com- with a diversity of backgrounds.
• SUB-GOAL 4: Secure funding to School of Oceanography). and social needs of our students
increase the number of research petency of students, staff, and faculty through CELS Academic and Student
fellowships offered through CELS and work to more fully understand how Affairs Office and our student
programs (e.g. Coastal and Environ- issues related to multiculturalism and programming (e.g. the CELS leadership
mental Fellows, Science and Engineer- social justice affect all aspects of our program, URISE; the Seeds of Success
ing Fellows, and Energy Fellows). work, toward building more inclusive (SOS) student organization; and
communities where all can thrive in the first-year Living and Learning
research, in classes, and in service; Community).
6 CELS STRATEGIC PLAN 2018–2023 UNIVERSITY OF RHODE ISLAND 7
Research
Research Focus Area 1: L
ocal to Global Environmental Change
Environmental change caused by increasing populations, rapid development and resource
By 2023, CELS research will be at the forefront of the state and nation’s
depletion, and a warming climate presents significant challenges to natural systems
efforts to solve problems and challenges in environmental and life sciences
using innovative, inclusive, and multidisciplinary team science approaches. and the societies that rely on them at global and local scales. Global models predict
The four strategic focus areas for growth over the next five years include: with high confidence that climate will continue to warm over the coming centuries, even
if greenhouse gas emissions are stabilized at current levels. As the flagship research
Local to Global Environmental Change
Agriculture and Food Systems university of the Ocean State, we are uniquely positioned to monitor and predict these
Human and Environmental Health local and global changes, as many of them impact our nearshore and marine habitats.
Multi-Scale Science: From Genomes to Ecosystems, Microbes to Humans Our geospatially explicit research enables communities to both better understand and
cope with changing hazards in the face of sea-level rise, stronger coastal storms,
The CELS research community is vibrant and incorporates faculty, research pro-
fessionals, and graduate and undergraduate students in the natural and social sci- increasing water temperatures, impacts to water quality and availability, ocean
ences. Numerous interdisciplinary partnerships both within and beyond CELS have acidification, changing disease patterns, invasive species, and biological invasions,
arisen from the coupling of natural-human systems, and there is a recognition of among many other challenges. We are also focused on mitigating global environmental
the importance of incorporating social sciences research into the natural sciences, change by understanding the social and biological consequences of transitioning to
and vice versa. Our research strengths and collaborations span the globe and are renewable energy technologies. A particular strength of the CELS community is the
directly linked to URI’s land-grant and sea-grant missions, including the Agricultural
dynamic interplay between natural and social scientists utilizing both quantitative and
Experiment Station and Cooperative Extension, and coastal and marine research.
qualitative information and analysis.
The CELS Research Strategic Plan directly aligns with URI’s Academic Strategic
Plan, including three of the four core goals identified therein: Goal:
Goal 2—Expand Research, Scholarship, and Creative Work (strategy 1) By 2023, CELS researchers will have • SUB-GOAL 4: Understand how the linkages
Goal 3—Grow a Global Presence increased our ability to respond and between hydrology, energy, food, and policy
Goal 4—Embrace Diversity and Social Justice (strategy 2) adapt to local, regional, and global can impact our environment and society.
environmental changes. • SUB-GOAL 5: Facilitate transitions to
The four interwoven strategic focus areas encompass multiple academic departments
renewable energy technologies by better
and showcase our collective strengths. Central tenets of all four focus areas include: • SUB-GOAL 1: Understand how
understanding their impacts on both
environmental change may alter the
humans and the environment.
• T
he application of big data, bioinformatics, and machine learning in the biology and ecology of coastal, freshwater,
natural and social sciences. marine, and terrestrial species and
habitats on local through global scales.
• A
wareness that many societal problems addressed by research in CELS are
inherently interdisciplinary, requiring the perspectives of social, biological, • SUB-GOAL 2: Improve our understanding
of human-natural systems (including
and physical scientists.
coastal, freshwater, marine, and terrestrial),
• T
he enhancement of effective scientific communication as it applies to how they are coupled, and how to enhance
inclusive public and academic spheres. their resilience to environmental change.
• R
ecognition of the importance of diversity in academic background, training, • SUB-GOAL 3: Expand our knowledge of
and experience to efforts to solve complex problems. the ecology of disease and of biological
invasions, and how global change will
Activities in all four focus areas take advantage of one or more of CELS’ and URI’s impact the prevalence and spread of
collective resources, including but not limited to the: Animal Care Facilities; Coastal disease and invasive species.
Institute; Coastal Resources Center; Commercial Fisheries Center; Diving Pro-
gram; East Farm; Environmental Data Center; Food Safety Education Program;
Gardner Crops Station (Agronomy); High-Performance Computing Research
Facility; Metcalf Institute for Marine and Environmental Reporting; Peckham Farm;
Rhode Island Genomics and Sequencing Center; Rhode Island IDeA Network of
Biomedical Research Excellence (RI-INBRE) Centralized Research Core Facility;
and the Marine Science Research Facility at the Narragansett Bay Campus.
8 CELS STRATEGIC PLAN 2018–2023 UNIVERSITY OF RHODE ISLAND 9
Research (continued) Focus Area 4: M
ulti-Scale Science: From Genomes to
Focus Area 2: Agriculture and Food Systems Ecosystems, Microbes to Humans
CELS researchers take a systems-based, interdisciplinary approach to the biological and An understanding of biodiversity at all levels is critical to our ability to productively,
environmental sciences as applied to agriculture, aquaculture, fisheries, food policy, and responsibly, and sustainably interact with our natural world. In addition to our appreciation
economics, food safety, and food innovation. Our diverse faculty use a broad array of and fundamental understanding of the natural world, the preservation of biodiversity is
approaches to help achieve economically, socially, and ecologically sustainable production, essential to preserve the key ecosystem services provided by organisms upon which we
management, consumption, and utilization of plants and animals for the development of rely. CELS researchers study the evolutionary and ecological dynamics of biodiversity
healthy communities across a global scale. CELS is also uniquely positioned to analyze from microbes to humans, and at all levels of biological organization—from genomes
the social dynamics of food systems at local to global scales, with a broad range of through organisms and populations to ecosystems. We have particular strengths in
expertise in markets and policy at various scales, consumer preferences, and the marine and freshwater research, given our proximity to Narragansett Bay and Rhode
management of conflicts related to land, coastal, and offshore food production. Island Sound and their watersheds. While recognizing our traditional strengths in
organismal research, our growing strengths in genomics and bioinformatics enhance
Goal: agriculture, aquaculture, fisheries, and of genetic approaches to agriculture our understanding of biodiversity and enable us to predict the responses of freshwater,
food processing and innovation. and aquaculture, including selective
By 2023, CELS researchers will breeding informed by genomics, gene marine, and terrestrial species to an ever-changing planet. CELS faculty and students
have increased our ability, on local, • SUB-GOAL 2: Understand how editing and other forms of genetic will work in interdisciplinary, collaborative research teams, frequently across URI colleges
regional, and global levels, to sus- natural products and live microbial modification.
supplements can be used to prevent to achieve these goals. We use our foundational knowledge of biology at scales from
tainably grow, harvest, market, and
and mitigate disease outbreaks and • SUB-GOAL 4: Maximize the capacity genes to ecosystems to develop effective land management plans, coastal and marine
consume food from both terrestrial contribute to healthy internal and of managed environments to provide
and aquatic species.
policy, a green economy, and a healthy and sustainable global ecosystem.
external environments. ecosystem services, such as nutrient
management, water quality, and habitat.
• SUB-GOAL 1: Create innovative • SUB-GOAL 3: Enhance our under-
approaches within the food system for standing and communication of the
Goal: • SUB-GOAL 3: Understand the
fundamental biological properties of
local, national, and global sustainable global benefits and potential impacts By 2023, CELS researchers will have genes and proteins, cells, organs and
increased our understanding of (a) organ systems, organisms, populations,
biodiversity at multiple scales from communities, and ecosystems, and
genomes to ecosystems, and (b) their collective responses to
Focus Area 3: Human and Environmental Health environmental change.
how the evolution and ecology of
Environmental health is broadly defined as the study of how the environment influences organisms, from microbes to • SUB-GOAL 4: By working with
human, animal, and plant health. A greater understanding of the science underlying how humans, affects environmental stakeholders, we will develop solutions
and ecosystem health. to protect and restore biodiversity and
our environment impacts health will enable us to design safer and greener products and the ecosystems that support our planet.
curb the rise of diseases associated with environmental and occupational exposures. • SUB-GOAL 1: Promote interdisciplinary
and collaborative research that integrates • SUB-GOAL 5: Understand how the
CELS has considerable expertise and potential for growth in the broad areas of human multiple levels of scientific inquiry coupling between human and natural
(from genomes to ecosystems to social systems can enhance and preserve
and environmental health. We are committed to devising innovative and interdisciplinary biodiversity, enhance resilience,
systems) and co-produces knowledge
team-based approaches to address health challenges arising at the intersection of to ensure a sustainable planet. improve the management of
humans, animals, and the environment. CELS faculty are actively studying the molecular aquaculture, fisheries, and wildlife
• SUB-GOAL 2: Utilize big data and populations and habitats, and
basis of infectious and noninfectious human, animal, and plant diseases, mechanisms bioinformatics to enhance our under- promote a vibrant, sustainable
of antibiotic resistance, and the design of new vaccines and probiotics. We are also standing of structural and functional environment.
diversity, from microbial systems to
investigating the distribution and impacts of health challenges across communities. ecosystems and large landscapes.
Goal:
mechanisms that contribute to human, • SUB-GOAL 3: Harness the power of
By 2023, CELS researchers will have animal, and plant health threats. big data and bioinformatics to imple-
increased our ability to recognize ment improved preventative, diagnostic,
and manage emergent human and • SUB-GOAL 2: Develop innovative and therapeutic approaches to human
strategies to prevent and mitigate and environmental health challenges.
environmental health challenges.
the threats posed by new and/or
• SUB-GOAL 1: Encourage development resurgent infectious diseases • SUB-GOAL 4: Understand and
of interdisciplinary teams of research- through the development of address the distribution and impacts of
ers with the capacity to understand the new vaccines and probiotics. human and environmental health chal-
underlying biological and social lenges across communities, which have
implications for social sustainability.
10 CELS STRATEGIC PLAN 2018–2023 UNIVERSITY OF RHODE ISLAND 11
Cooperative Extension and Public Engagement
Focus Area 1: F
ood Systems and Agriculture
Demand for locally produced food has grown in recent years due to consumer interest in
where and how their food is grown and raised. URI Cooperative Extension supports the
production of safe, abundant food by providing training and assistance to Rhode Island
food producers, processors, and entrepreneurs. In addition, URI Cooperative Extension
introduces young people to sustainable agriculture to raise awareness of its importance
to human well-being.
Cooperative Extension Goal:
By 2023, URI Cooperative
• SUB-GOAL 1: Increase the capacity
of Rhode Island producers to adopt
• SUB-GOAL 3: Educate Rhode Island’s
youth population and consumers
and Public Engagement
innovative techniques for agriculture about food production, safe food
Extension will have strengthened and aquaculture to achieve com- handling, gardening, and ecosystem
Rhode Island’s food and mercial viability and environmental value.
agricultural systems by increasing sustainability.
• SUB-GOAL 4: In cooperation with the
The extension and public engagement strategic plan focuses on the following Rhode Islanders’ capacity to • SUB-GOAL 2: Increase the capacity Coastal Resources Center at the Grad-
core elements that align with the URI academic strategic plan, leverage our grow, process, and provide safe of Rhode Island food producers, uate School of Oceanography, we will
strengths, and position our students and extramural clientele from Rhode Island, and nutritious food, and to better processers, and service sectors to engage with fisheries management
the nation, and abroad for success in meeting the evolving challenges of the manage wild fisheries in Rhode improve food safety practices and officials and extension professionals
to meet federal and state regulatory locally and internationally to develop
21st century: Island and abroad.
expectations. more robust fisheries management
and aquaculture protocols.
Food Systems and Agriculture
Healthy Lifestyles
Land Stewardship
Marine and Freshwater Resources
Energy Literacy
Focus Area 2: H
ealthy Lifestyles
URI Cooperative Extension’s efforts to promote healthy lifestyles for Rhode Islanders
Most of these core elements are derived from an extensive strategic planning
are focused on reducing obesity, improving the well-being of our state’s youth population,
process undertaken by URI Cooperative Extension in 2017 (uri.edu/coopext).
In addition to addressing the goals described below, we will seek to design and preventing Lyme disease. Half of the state’s adults are projected to be obese by
and implement programs to achieve social and environmental justice, 2030, and currently, one-third of Rhode Island’s youth population is overweight or
promote resilience to climate change, advance quality of life for Rhode obese. In addition, young people often experience poor self-image, emotional trauma,
Islanders, develop our state’s workforce and state leaders, build resilient peer pressure, and exposure to unhealthy situations. Lyme disease, which affects
economies, and ensure sustainable ecosystems. Rhode Islanders at more than eight times the national average, is another health
The CELS Cooperative Extension and Public Engagement strategic goals challenge for the state. URI Cooperative Extension addresses these challenges by
align with the following goals of URI’s Academic Strategic Plan: encouraging children and adults to adopt healthy behaviors.
Goal 2—Expand Research, Scholarship, and Creative Work Goal: • SUB-GOAL 1: Contribute to reduction to community members of high-risk
(strategies 1, 2, 3, 4 and 5) of obesity-related disease in Rhode towns, outdoor workers, health profes-
By 2023, URI Cooperative Extension Island by teaching behavior-change sionals, children, and pest managers.
Goal 3—Grow a Global Presence (strategies 1 and 4)
will have strengthened the ability of techniques that increase intake of
Goal 4—Embrace Diversity and Social Justice (strategies 1 and 2) Rhode Islanders to take actions that nutrient-dense foods and increase • SUB-GOAL 3: Improve the physical,
physical activity. social, and emotional well-being of
promote healthy lifestyles and result
Rhode Island’s youth population by
in improved nutrition and physical • SUB-GOAL 2: Increase tick literacy expanding activities, events, and
activity, reduced risk of vector-borne among Rhode Island residents to pro- educational experiences related to
diseases, and improved physical, mote behaviors for disease prevention healthy living, especially those
social, and emotional health. using education and technical assis- supporting the 4-H Healthy
tance programs targeted especially Living mission mandate.
12 CELS STRATEGIC PLAN 2018–2023 UNIVERSITY OF RHODE ISLAND 13
Cooperative Extension and Focus Area 4: M
arine and Freshwater Resources
Public Engagement (continued) Marine and freshwater resources are valued for drinking, irrigation, recreation, shellfishing,
fishing, and aquaculture. In a densely populated state like Rhode Island, careful management
Focus Area 3: Land Stewardship is needed to protect and restore our marine and freshwater resources. URI Cooperative
Extension contributes to the protection of water quality by monitoring watersheds and by
Land-use decisions made by private landowners, towns, and the state collectively
providing educational programs concerning stormwater management, private well water
affect water quality and quantity, ecosystem health, economic vitality, and quality
protection, and on-site wastewater treatment systems. Recognition of URI’s expertise in
of life. Many Rhode Island residents have become disconnected from the land and
aquaculture and water resources has led to international extension opportunities, which are
the current challenges we face in an urbanized state. URI Cooperative Extension
expected to become part of URI Cooperative Extension’s portfolio over the next five years.
communicates and demonstrates best management practices to agricultural
producers, land managers, property owners, and others to support active Goal:
stewardship of Rhode Island’s land resources. By 2023, URI Cooperative Extension • SUB-GOAL 2: Increase the capacity • SUB-GOAL 4: Work with state, federal,
will have expanded the capacity of of public and private sector groups and international partners to increase
Goal: to implement stormwater controls targeted implementation of best
Rhode Islanders to assess water
and green infrastructure practices to management practices for agricultural,
By 2023, URI Cooperative • SUB-GOAL 2: Increase the capacity resources and apply management reduce risk of flooding and improve aquacultural, forestry, and other related
Extension will have provided of public and private landowners and practices to restore and protect water quality. industries to enhance water resources
conservation organizations to apply water resources. while sustaining economic vitality and
leadership, information, and
best stewardship practices to achieve • SUB-GOAL 3: Work with local officials, ecosystem services.
guidance on the stewardship of coastal resilience, ecosystem • SUB-GOAL 1: Increase the capacity of public water suppliers, households
land including urban, suburban, resilience, and increased use of citizen groups, the public, and private with private wells, and real estate, • SUB-GOAL 5: Enhance the capacity
rural, and coastal landscapes to effective green infrastructure. sector groups to understand, use, lending, and mortgage professionals of the private sector to upgrade onsite
achieve ecosystem resilience, and contribute to the assessment of to build their capacity to protect wastewater treatment systems for
• SUB-GOAL 3: Ensure ready access the status and trends of watersheds, drinking water. water quality improvement and
water resource protection, forest to essential geospatial information streams, rivers, lakes, ponds, resiliency to climate variability.
management, and economic and for decision makers and landowners reservoirs, estuaries, and coasts.
agricultural viability. to support resource management
decisions.
• SUB-GOAL 1: Increase implementa-
tion of best management practices to • SUB-GOAL 4: Increase public
support sustainable agriculture and awareness of how land-use
forestry by developing and delivering decision-making affects economic
demonstration programs on URI viability, quality of life, environmental
Focus Area 5: E
nergy Literacy
farms and properties. health, and food security. In accordance with the Resilient Rhode Island Act of 2014, URI will help the state
• SUB-GOAL 5: Increase the capacity meet statutory goals to reduce greenhouse gas emissions through public education
of urban planners to improve urban, programming. Energy use and energy production are major sources of emissions that need
farm, park, and open space develop-
ment by addressing climate change to be reduced. To be effective, communities and individuals must be informed about best
and native wildlife enhancement. practices related to energy consumption and innovations in energy production and distribu-
tion. URI Cooperative Extension offers education and training in energy literacy to the public
while providing specialized training to students for future employment in the energy sector.
Goal:
By 2023, URI Cooperative • SUB-GOAL 1: Increase Rhode • SUB-GOAL 2: Strengthen Rhode
Extension will have strengthened Islanders’ awareness of contemporary Island’s growing energy sector by
energy challenges and promote best providing knowledge and skills to
the capacity of Rhode Islanders
practices that increase sustainable undergraduate and graduate students
to face current and future energy energy consumption and production through the URI Energy Fellows
challenges related to sustainable to bring about behavior change. Program.
energy consumption and
production.
14 CELS STRATEGIC PLAN 2018–2023 UNIVERSITY OF RHODE ISLAND 15
16 CELS STRATEGIC PLAN 2018–2023 UNIVERSITY OF RHODE ISLAND 17
COLLEGE OF
THE ENVIRONMENT
AND LIFE SCIENCES
120 Flagg Road
Kingston, R.I. 02881
uri.edu/cels
URI is an equal opportunity
employer committed to
the principles of
affirmative action.
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