Performing Department
(N/A)
Non Technical Summary
The Tactical Sciences Coordination Network (TSN), is intended to bring together independent projects that are all closely linked to directly benefiting end users. The projects are largely associated with biosecurity, touching on plant health, animal health, antibiotic resistance, animal drugs for less common livestocjk species,tracking drug residues in livestock, food safety, education for disaster response and various levels of crop pest management whichincludesresearchers, regional clearinghouses or centers and state program. Throughthis new close association we will find efficiencies and enhancements through a shared response to the need.
Animal Health Component
20%
Research Effort Categories
Basic
(N/A)
Applied
(N/A)
Developmental
(N/A)
Goals / Objectives
The Tactical Sciences Coordination Network (TCN or TSN) allows the tactical sciences to connect anddevelop a Network to leverage resources, build relationships and reframe our operationalstrategies from independent to cooperative and collaborative. We align NIFA's tactical sciences,the Crop Protection/Pest Management (CPPM) program, three programs that serve end-useclientele; the National Plant Diagnostic Network (NPDN), a screening network for recognizingincursions of plant pathogens/pests and provide regulatory surge capacity; the National AnimalHealth Laboratory Network (NAHLN), a laboratory network to screen for the most threateninganimal diseases and provide regulatory surge capacity; Inter-regional Project 4 (IR-4), a minor-usecrop pesticide registration program; the Minor-use Animal Drug Program (MUADP), who helpsclear regulatory hurdles for less common livestock species; and the Food Animal ResidueAvoidance Databank (FARAD), who provide data on safe withdrawal intervals of drugs andchemicals in food-producing animals; to form a well-linked network. This project:1) Convenesmembers of the tactical sciences and identify guiding principles, shared governance andcommonalities (i.e., TSN Charter);2) Develops a TSN coordinated strategy that includes coordinated outreach,communications, and program activities with cross-network teams to identify common issues andseek external funding, and;3) Develops a public-private partnership model to sustainably protectthe US food supply. Our strategy applies the 'voice of the customer' in developing trustrelationships and shared strategy, exploring new ways to grow a collaborative nature, and findingmore effective processes, with greater efficiency and accountability. The result is more visibleprograms with an enhanced value that is apparent to customers.In accomplishing these overarching principles, we will achieve the long?term goal of the proposed project is the development a formal TSN and a TacticalSciences coordinated strategy with a sustainability strategy to go forward as a public-private partnership with all parties having a stake inteh a ppositive outcome.We envision that the TSN willbecome an integral part of thethreatawareness, detection, response, and recoverycontinuum, serving to protect against andmitigate the impacts of plant and animaldisease, pests, and other threat vectors.
Project Methods
The existing relationships across TSN programs present an opportunity to identify and applycommon best practices and lessons learned. Some of the programs have overlaps that couldbenefit from efficiencies created through shared or leveraged resources. Recognizing theseissues, the VISION of the TSN is to increase visibility through a common portal, improvesustainability of the programs by leveraging shared resources and engaging in collaborativeactivities to achieve cost reductions, and improve coordination through activities designed toincrease familiarity with one another.The project's approach is designed to align with the goals of Effectiveness, Efficiency, Accountability, and Relationship as stated in the 'Tactical Sciences: Continuing theCommitment' report (NIFA, 2017b).We are approaching this project as a team building exercise using methods ofStephen Covey's Seven Habits of Highly Effective People (Covey, 1989) John Kotter's model for change, explained in Leading Change (Kotter, 1996) offers astrategy for assuring that change will be accepted and stable. We will further analyze the program connections withLean Six Sigma tools to for similarities in progreamatic function and audiences that are served (internal and external customers) and the issues that are critical toquality. Lean methods address efficiency and Six Sigma methods address quality, looking first atthe existing process and then the improved, 'to?be' (future state) process. This approach willenable a better understanding of the goals and means to the goals for each project. We willalso apply team?building principles to engage all participants in the process of change andcollaborative growth.We anticipate the first organizational call within three months of the award of the grant and the first face-to-face meeting within six months. Teams will be formed for individual projects that will meet remotely trhoughout teh year and additional face-to-face meetings will be held annually. A communications portal will be established to connect the programs and serve as a collaborative space.