1	Pattern to Process: Development of a Signature Program in Land Use and Land Cover Change Interdisciplinary Environmental Research Initiatives at Michigan State University
2	Our Vision
3	Vision By capitalizing on MSU’s existing strengths as the nation’s premier Land Grant University, we will create a nationally and internationally recognized interdisciplinary Signature Program on Land Use and Land Cover Change Research which will serve to stimulate excellence in teaching and outreach within Michigan and beyond.
4
5
6
7
8
9
10
11	System linkages
12
13
14
15	Capacities and Strengths
16	Strategic Opportunities
17	MSU’s Unique Niche
18	Implementing the Vision for a Signature Program in Land Use and Land Cover Change
19	Why Land Use Interdisciplinary nature, couples biological and social systems Critical nexus between issues related to human health and welfare (disease, food, fiber, water quality) Significant issue in policy arenas from local to global Major agent of change globally and locally Pragmatic tool to integrate diverse campus expertise in environmental programs together
20	Objectives Establish a unique nationally and internationally recognized research program in Land Use and Land Cover Change as a central, contributory element of MSU’s environmental research initiative. Demonstrate through interactive Extension and education programs land use scenarios based on varying policy, socioeconomic, and environmental inputs. Create an interdisciplinary focus for a campus-wide activity which enhances and expands MSU externally funded research. Develop new opportunities for excellence in teaching and Extension coupled to an active research program. Incubate new technologies for improved campus and public access to information about the state of the local, regional, and global environment. Stimulate new modes of entrepreneurial activities : “We cannot simply do the same things better, we must do new things”
21	Reshaping the MSU Environmental Program Build on recent successes (BSRSI, PERM, Computational Ecology, Internet-2) to galvanize a broad-based, university-wide effort. Twin these recent successes with other nationally and internationally recognized strengths and successes (e.g. MSUE, MAES, KBS/LTER) Link strengths in basic research to applications and outreach through MSU institutional programs (e.g. MSUE, RESAC) Partner internal investments with external resources from a suite of private and public sources (e.g. federal, state, private sector, foundations, NGOs) Evolve from recent notable initiatives: e.g. NASA Center of Excellence, NASA Earth Science Data Center, Landsat-7 receiving station
22	Themes and approach Capture the patterns of change using new earth observing satellites (e.g. Landsat 7, EOS), in-situ measurements (e.g. weather and climate, water quality), and socio-demographic data (e.g. digital census databases, surveys, digital atlases). Understand the fundamental processes driving change through field-based analyses, surveys, and research efforts, which provide on-the-ground insight. Synthesis, assessment, and evaluation using models, report cards and outreach tools and programs in response to local, state, regional, national, and international policy needs. Engagement of policy arenas and stakeholders to assess their needs and potentials Information dissemination to a broad user community using computational and visualization technology for managing complex ecological and landscape information from the global to local scales.
23
24	Land Use and Land Cover Components
25	Examples which extend existing initiatives Coordinating a network of existing Michigan and regional projects, such as the North Central Regional Agroecosystem Assessment (USDA funded), and the Grand Traverse Bay Land Transformation Initiatives (Great Lakes Protection program). Extending the research and outreach under the NSF LTER at KBS to region-wide scale through remote sensing. Also LTER Great Lakes Initiative. Regionalization of Extension: developing multi-state alliances with other Land Grant Universities (UWisc, UMinn) and state and federal agencies as a NASA supported Regional Earth Science Applications Center for resource management using remote sensing. Developing an LTER-like analog in the tropics in Costa Rica for research and teaching (less expensive foreign experience). Expanding the NSF funded GLOBE and NASA funded ESSE projects to develop a new high technology based curriculum in global change and environment Development of a remote sensing receiving station through NASA and NSF
26	Reshaping the University’s Approach
27	An Environmental Science Enterprise Research-centered, with strong ties to applications and Extension/outreach, graduate and undergraduate education Flexibility in design to promote and support: An enterprise which can adjust to changing national and university priorities Cross college and cross discipline collaboration Ways to enhance entrepreneurial initiatives An emphasis on excellence University core support with external and community partners Multi-source external support: federal, state, foundations, private sector
28	New ways to bring groups together An Environmental Research Enterprise: Brings groups together from across the campus mission An Environmental Research Enterprise Zone: A central place where some groups could co-locate for collaboration Not a Center but a dynamic enterprise zone in which expertise in LULCC can come or go as priorities change The Environmental Research Collaboratory: A laboratory without walls, using network technology to tie groups together, either on campus or off campus -- including state agencies and foreign colleagues
29	Enterprise and Collaboratory concept
30
31	National focus for collaboration
32	Action Plan
33	Action strategy Enabling effort: Focus on a core of successful and critical groups to jump start it Create a place and means for collaboration Expansion effort: Define some early crystallizing activities Enable entrepreneurial Chairs, Deans, and faculty to extend participation
34	Action strategy, continued Core support for the Enterprise (or, Environment Research Institute) Opportunities for group-targeted support e.g. directed and strategic initiatives e.g. competitive grants e.g. bridge support for existing programs Clear policy on external matching
35	Enabling effort: core groups
36	Enabling effort: core programs Michigan Agricultural Experiment Station programs International Study Programs Ecology and Evolutionary Biology Program Social Science Environmental group Other groups TBD
37	Enabling effort: undergraduate participation Undergraduate students will be a major component of the LU-LC Change through an array of undergraduate mentoring and scholarship programs Students will participate from: Bailey Scholars Lyman Briggs School Rise Program Earth System Science Education GLOBE Others
38	Enabling effort Create an office of the environmental research enterprise Associate Scientists (2) Administrative leader (1) Technical leader (1) Install the Enterprise Zone with initial tenants Manly Miles: BSRSI, RESAC, CRS, CEVL outpost, LE outpost, Botany outpost, Landscape Ecology outpost requires some renovation, furniture, equipment, network lines, administrative and technical support
39	Enabling effort Install initial Collaboraties KBS RS/GIS Lab, Las Alturas station, Landscape Ecology Lab, CEVL, other TBD will require cost-matching to departments and units will require network lines
40	Enabling effort Critical programmatic and institutional recasting: need to “reinvent” existing initiatives as programs of the new enterprise or institute, with some resource reprogramming -- e.g. MAES appointments
41	Expansion effort Announce initial program with, call for additional interests Use strategic solicitations to bring entrepreneurial departments into the enterprise as new starts: Initiatives are incubated in departments (Departmentally driven scenario) for a two year period can also be incubated at the College level, or from the Administration, or from within the enterprise successful initiatives move fully into the Enterprise as they flourish on their own
42	Expansion effort Use an Initiative Roundtable to generate new ideas and build cross-campus collaborations/partners becomes a regular part of the Enterprise/Institute itself through a “systems synergy” facility (video conferencing, remote whiteboards, training center, computer visualization, etc) Provide opportunities for inbound sabbatical professorships to work on synthesis of older initiatives and development of new ones.
43	Expansion effort Develop some very early activities to crystallize the Enterprise and gain wide participation e.g. a major conference for the end of the year 2001 output will provide ideas for programmatic priorities and opportunities visibility builds cohesive teamwork and collaboration
44	Toward campus-wide involvement
45	Management structure MSU Stakeholders: VPRGS, MAES, Environmental Deans A steering committee comprise of “internal” and “external” stakeholders VPRGS office, MAES Enterprise Program Directors Chairs, Deans, faculty Independent external consultative/review group Distinguished professors, CEOs, agency people, etc
46	Upper Great Lakes RESAC
47
48
49
50
51	New Zealand Landcare