Strategic Plan: Rising to the Challenge 2030 | Penn State College of Earth and Mineral Sciences

Introduction

The coming decades will bring environmental, technological, and social transformations at a pace and scale unprecedented in human history. The global demand for energy and materials—driven by increasing prosperity and rapidly evolving artificial intelligence (AI)—will strain existing systems while requiring new approaches to raw and advanced materials, energy transitions, technology development, environmental stewardship, equitable economic development, and climate resilience.

Pennsylvania and the nation need scientists, engineers, innovators, and leaders prepared to navigate these complexities. The College of Earth and Mineral Sciences (EMS) stands uniquely positioned to lead this charge. Our historic strengths in interdisciplinary research, our nationally and internationally recognized academic programs, our commitment to student success, and the support we receive from alumni and friends create a foundation for bold action in sustainability, energy, critical minerals and materials, climate response, and human and societal well-being.

To meet this moment, we are enhancing students’ educational experience, restructuring our research enterprise, investing in cutting-edge facilities, and promoting a strong sense of community throughout EMS, built on a sustained commitment to diversity, equity, and the empowerment of all faculty and staff members, postdocs, and students as we strive for inclusive excellence. Altogether, these efforts will transform EMS to a premier destination college for undergraduate and graduate students motivated to build a sustainable and thriving future.

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Our Common Understanding

We understand that:

The Earth is a complex, interconnected system, and leveraging our collective understanding for the benefit of society requires interdisciplinary and transdisciplinary approaches that span the natural sciences, social sciences, and engineering.
Energy and environmental challenges are inseparable, requiring solutions that integrate science, engineering, policy, and society.
Education must evolve continuously—we must provide opportunities for all our students to gain AI literacy and develop sustainability, business acumen and risk management principles, ethical reasoning, systems thinking, and entrepreneurial mindsets.
Research excellence emerges from collaboration, inclusive practices, and community partnership.
Students learn best when empowered, engaged in high-quality teaching and learning environments, immersed in real-world research, and connected to mentors, alumni, and career pathways.
Facilities shape innovation, and state-of-the-art sustainable spaces are essential for high-impact research, teaching, and partnerships.
Our work must benefit the Commonwealth, the nation, and the world, advancing well-being through resilience, equity, and sustainable prosperity.

Our Common Purpose

These three commitments define our shared purpose:

We empower students, postdocs, faculty, and partners to pursue bold ideas—advancing solutions that shape a sustainable and thriving planet.
We open pathways to meaningful research, inclusive communities, global experiences, and impactful careers.
We translate discovery into knowledge and societal benefit, addressing climate, energy, materials, and resilience challenges head-on.

Student using research equipment in J.P. Maria's lab

Our Vision

The College of Earth and Mineral Sciences is a vibrant, inclusive community of faculty, staff, students, and postdocs driven by curiosity to understand how Earth's systems, energy, and materials interact with one another and society. EMS is where convergence happens; where students learn, discover, and innovate by integrating depth in their chosen field with breadth across disciplinary boundaries; where our faculty translate scientific discoveries into practice, improving people's lives; and where our staff, with a strong sense of belonging, support those efforts and find new solutions as challenges arise. Together with our alumni, friends, and stakeholders, we are creating a sustainable and inclusive future for society.

Our Mission

The mission of the College of Earth and Mineral Sciences is to advance knowledge, nurture talent, and grow leadership to elucidate Earth processes and history, harness and sustain natural resources and materials, and develop novel solutions to major challenges in energy, environment, and well-being. At the heart of the College of Earth and Mineral Sciences is a spirit of community, engaging our students and alumni in all that we do, creating a culture of inclusivity and belonging for all, while reaching out to industrial, governmental, and external community partners to identify important problems and design solutions.

Guiding Pillars

The plan is organized around five guiding pillars, representing overarching objectives that align with University priorities.

Students moving grad tassle from left to right at the Graduation in Pegula

Pillar 1: Student Success

We cultivate a learning environment that empowers all students through innovative curricula, excellent advising, robust learning support, high-impact research experiences, ethical and responsible use of emerging technologies, and strong career pathways.

Two people in fire safe suits, one pouring material into an encasement creating Lion Glass

Pillar 2: Research Excellence

We advance convergent discovery at the intersection of energy, materials, environment, and society—with societal relevance for a sustainable future.

students laying in a circle making a diamond with their hands, a symbol of THON

Pillar 3: Community, Equity and Engagement

In fulfillment of our land-grant mission, we build collaborations across the Commonwealth, the nation, and around the world while fostering diversity, equity, belonging, and inclusive excellence across our college.

Person in fully covered outfit looking at at film in the Nanofab lab

Pillar 4: Innovation and Infrastructure

We invest in world-class facilities, digital infrastructure, and collaborative environments that catalyze discovery, creativity, and translational impact.

Student in a hard hat and bright vest working on solar panel

Pillar 5: Sustainability

We pursue all aspects of our mission with methods that are environmentally, socially, and fiscally sustainable.

Goals and Objectives

The five guiding pillars will support our four strategic goals and objectives for 2026–30.

Goal 1: Foster Transformative Learning and Curricular Innovation

EMS will design and deliver next-generation curricula across our departments that prepare learners to thrive in a rapidly changing world where keys to success and impact include a deep understanding of fundamentals, a passion for lifelong learning, a keen sense of business acumen and entrepreneurship, and the agility required to lead in a rapidly evolving world, all built on a solid foundation of ethics, compassion, and sustainable practices.

1.1 Enhance Existing Programs with Skills Critical for Career Success

Every EMS student will understand how to apply AI principles ethically throughout their learning, research, and everyday life
Students will have access to courses and out-of-classroom opportunities to develop business acumen, risk management, and entrepreneurial skills in the context of their field of study and/or their career objectives
Enhance programs with high-quality online and hybrid instruction that prepares students for career success and inspires a commitment to lifelong learning

1.2 Broaden Career and Engagement Opportunities

Develop individualized student engagement plans that expand participation in experiential learning and career-readiness opportunities, such as research, internships, industry engagement, and study abroad/study away
Grow endowment support for professional development and engagement experiences (such as participation and presentation at scientific and industrial conferences)
For undergraduates – enhance career advising through enhanced collaboration among our Ryan Family Student Center career services and the academic departments and programs
For graduate students and postdocs – broaden mentoring to encompass career trajectories outside of academia

1.3 Position EMS as a “Destination College” for Undergraduate Students

Establish a strategic undergraduate student recruitment plan to grow awareness around opportunities at Penn State and in EMS, highlighting the relevance of our academic programs to the needs of modern society
- Explore rebranding the college to better represent our engineering programs
- Strengthen outreach to high schools to make students aware of our majors earlier
- Increase social media promotion of undergraduate programs and the Ryan Family Student Center
Partner with Penn State Enrollment Management to refine and execute a plan to grow EMS program enrollments and student credit hours
Pilot “structured blended” learning degrees (e.g., Energy and Sustainability Policy degree in partnership with Commonwealth Campuses, and the Base 2 Campus initiative)
Explore expanding our 2+2, 3+1, and joint bachelor’s/master’s programs with community colleges, Pennsylvania State System of Higher Education (PASSHE) schools, and minority-serving institutions

Success Measures

Incoming cohort size, program enrollments, and student credit hours (with disaggregation for mission-based populations)
Alignment of programs with emerging careers (in Pennsylvania and nationally)
Learning outcomes in established and new courses that include AI, business acumen/entrepreneurship, and sustainability
Student participation in experiential learning and professional engagement activities

Key Performance Indicators

Rates of persistence, retention, and graduation (with disaggregation for mission-based populations)
Rates of growth of incoming cohorts, program enrollments, credentials awarded, and student credit hours
Percentage of undergraduates participating in experiential learning

Goal 2: Transform Internal Operations to Advance Interdisciplinary Collaboration

EMS will transform its internal structure and operations to promote interdisciplinary collaboration in research and education and to enhance its leadership in Earth, energy, materials, environmental, and social sciences. This initiative will be designed to meet emerging opportunities and societal needs through new structures, programs, and partnerships that accelerate collaborative discovery and advance the University’s land grant mission.

2.1 Planning and Design

Assess organizational models—including centers, schools, and other collaborative structures—to determine the approaches best suited to advancing the college's mission.
Engage faculty, staff, students, alumni, employers, and external stakeholders in developing recommendations.
Develop an implementation roadmap addressing governance, faculty participation, resource allocation, shared infrastructure, and long-term sustainability.
Consult with University leadership and the Faculty Senate, as appropriate, regarding organizational and curricular recommendations.

2.2 Implementation and Assessment

Establish the organizational structures, governance, and leadership needed to support interdisciplinary research and education.
Launch interdisciplinary academic programs, curricula, and educational experiences that reflect the committee’s recommendations and the provost’s priorities.
Develop policies and administrative processes that facilitate collaboration across departments while preserving the strengths of existing disciplinary homes.
Invest in shared infrastructure—including physical spaces, digital platforms, and administrative support—that enables interdisciplinary interaction and innovation.
Foster a culture of collaboration by creating opportunities for faculty, students, and staff to engage across disciplines and organizational boundaries.
Regularly assess the effectiveness of the initiative and refine its structures, processes, and programs in response to emerging opportunities and evolving college priorities.

Success Measures

New, innovative, and high-quality interdisciplinary courses and curricula
New collaborations among faculty, across disciplines and departments, that generate impactful research and teaching outcomes
Stronger partnerships within the University and with industry, government, nonprofit organizations, and alumni

Key Performance Indicators

Design and implementation milestones completed
Number of new interdisciplinary courses created
Faculty and student satisfaction with interdisciplinary opportunities
Number and impact of partnerships with external organizations

Goal 3: Promote Convergent Research and Global Impact

EMS will lead Penn State’s mission to confront urgent societal challenges through interdisciplinary discovery and global collaboration.

3.1 Catalyze Interdisciplinary Discovery

Accelerate convergent research across climate, energy, materials, natural hazards, and human systems
Co-develop research priorities that address Commonwealth needs
Embrace open science and translational innovation

3.2 Forge Durable Partnerships

Build sustained collaborations with other academic institutions (domestic and international, including minority-serving institutions), industry, government, nonprofits, and communities
Expand commercialization and international reach

3.3 Establish Penn State as a National Critical Minerals and Materials Hub

Build a University-wide alliance that unites EMS with the Colleges of Engineering, Science, and IST, the Applied Research Laboratory (ARL), and interdisciplinary research institutes to address the entire critical minerals and materials value chain.
Develop shared research infrastructure, workforce programs, and collaborative initiatives that accelerate interdisciplinary discovery, technology translation, and economic development aligned with national priorities.
Advance Penn State's critical minerals and materials ecosystem through EMS leadership in Earth systems and resource development, while strengthening partnerships with government, industry, and the Commonwealth.

Success Measures

Growth in interdisciplinary research funding and expenditures
Expansion of strategic partnerships with industry, government, national laboratories, and international collaborators
Increased technology translation through intellectual property, licensing, startups, and industry-sponsored research
National recognition of EMS leadership in strategic research areas, including critical minerals and materials
Sustained faculty recognition, rankings, fellowships, awards, and scholarly impact

Key Performance Indicators

Annual research dollars expended, including external support for graduate students
Number of stakeholder partnerships created, including those in strategic areas such as critical minerals and materials

Goal 4: Facilitate Innovation Through Infrastructure and Community Building

EMS will create environmentally sustainable spaces that enable world-leading research, collaboration, and education and will support the well-being of our students, faculty, postdocs, and staff.

4.1 Elevate a Culture of Inclusive Excellence, Well-Being, and Belonging

Enhance inclusive excellence through professional development to facilitate collaborations, research partnerships, external community outreach and broader impacts activities, and other opportunities
Provide additional opportunities for staff professional development and career growth
Deepen sense of belonging through EMS community building and well-being opportunities for students, faculty, postdocs, and staff
Pursue thematic cohort hiring wherever possible to best position us for emerging needs and opportunities
Utilize results from University instruments such as COACHE, ModernThink Staff Satisfaction Survey, Penn State Community Survey, and other relevant studies, particularly in relation to key objectives, action items, and metrics

4.2 Upgrade and Renovate the Hosler Building

Build state-of-the-art teaching labs
Create collaborative spaces for designing the energy future
Modernize Energy and Mineral Engineering (EME) classrooms and departmental facilities

4.3 Complete the Deike Geochemistry Laboratory Renovations

Update programmatic needs and cost estimate
Secure financing for the final phases of renovation
Create state-of-the-art clean labs and analytical facilities for trace metal and isotope measurements

4.4 Pursue Systems Upgrades for EMS Buildings

Complete HVAC improvements in Walker Building
Address major renovation needs in East Campus facilities to support emerging strategic research priorities and shared laboratory capabilities

Success Measures

Improved student, faculty, postdoctoral scholar, and staff well-being and sense of belonging
Increased underrepresented student group retention and graduation rates
Improved hiring, retention, and career progression for faculty and staff
Hosler major maintenance and refresh financed through next capital plan
Building renovations completed
Green construction and remodeling practices implemented

Key Performance Indicators

Closing any gaps in faculty and staff hiring, retention, and progression across mission-based populations
Rates of change in faculty, staff, postdoctoral, and student well-being and satisfaction assessments
Project milestones completed

Implementation and Engagement

EMS will adopt a collaborative implementation structure, engaging:

EMS Executive Council
EMS faculty and staff
Department and institute leadership
Strategic Communications
Students, postdocs, and alumni
Industry and external community partners

Progress will be shared through:

The EMS website
Annual college meetings
Newsletters and digital communications
Sub-unit engagement sessions
University dashboards

Call to Action

Rising to the Challenge 2030 invites every member of the EMS community—students, postdocs, faculty, staff, alumni, and partners—to join us in shaping a sustainable and thriving planet.

Together, we will build the College of Earth and Mineral Sciences into a national and global leader in convergent research, transformative education, and societal impact.