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

Welcome to the College of Earth and Mineral Sciences' 2026-2030 strategic plan.

Introduction
Our Common Understanding
Our Common Purpose
Vision and Mission
Guiding Pillars
Goals and Objectives
Implementation and Engagement
Call to Action

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—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 reimagining our educational offerings, elevating student experience, restructuring our research enterprise, and investing in cutting-edge facilities. We will transform from a destination of discovery to a destination of choice for undergraduate students motivated to build a sustainable and thriving future. Underpinning our ambitions is our sustained commitment to diversity, equity of voices, and the empowerment of all faculty and staff members, postdocs and students as we strive for inclusive excellence.

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Our Common Understanding

We understand that:

The Earth is a complex, interconnected system, and leveraging our understanding of this 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.

Amanda Urist smiling as she holds a syrenge putting something into a vial

Our Vision and Mission

Our Vision

The College of Earth and Mineral Sciences is a vibrant, inclusive community of faculty, staff, students, and postdocs driven by curiosity to unlock 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 global impact and societal relevance.

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 2026–2030.

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, such as undergraduate research, internships, study abroad/study away
Grow endowment support for professional development and engagement experiences (such as participation and presentation at scientific and industry conferences)
For undergraduates – enhance career advising through enhanced collaboration among our Ryan 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, including new opportunities in the School of Earth Systems and Society (see Goal 2), highlighting the relevance of our academic programs to the needs of modern society
- Explore renaming 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 PSU 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, 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 (not just in PA, but also 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: Establish a School of Earth Systems and Society

EMS will build upon its legacy of excellence and leadership in interdisciplinary research to advance interdisciplinary curriculum development and high-impact, community-engaged scholarship by re-envisioning our globally acclaimed research institutes into a School of Earth Systems and Society, with an integrated mission around teaching, research, engaged scholarship, and outreach. The School will be a collaboratory for faculty from all disciplines to work together to explore new courses, curricula, and teaching methods at the interface of energy, environment, materials, society, and sustainability.

2.1 Design the School

Establish a School design committee
Work with IEE to ensure that the successful interdisciplinary research of our two legacy research institutes (the Energy Institute and the Earth and Environmental Systems Institute) continues to thrive and is fully integrated with IEE
Collaborate with state and federal agencies, NGOs, schools, museums, and industry in School and curriculum design to ensure the School meets emerging societal needs
Conduct market assessment and peer benchmarking
Develop a proposal for the School
Consult with university leadership and Faculty Senate
Submit proposal to Faculty Senate

2.2 Implementation: Catalyze Interdisciplinary Education and Research

Hire a director for the School
Build new innovative curricula integrating natural sciences, engineering, social sciences, and data science at the undergraduate and graduate levels
Lead in climate resilience, energy transition, sustainability, natural and anthropogenic hazards education and research
Expand AI integration, digital competencies, risk management, and systems approaches

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

Key Performance Indicators

School design and implementation milestones completed
Number of new interdisciplinary courses created
Percentage of courses integrating AI, risk management, and systems approaches

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 including harnessing new opportunities with the School of Earth Systems and Society (see Goal 2).

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 Seize Opportunity: Establish Penn State as a National Critical Minerals and Materials Hub

Leverage strong connections with federal agencies, state agencies, and industry
Create dedicated on-campus physical space for DOE, USGS, Commonwealth, and industry researchers to be embedded within Penn State’s critical minerals and materials ecosystem

Success Measures

Interdisciplinary grant award amounts and research expenditures
Co-authorship networks and indicators of interdisciplinarity
Industry partnerships, IP development, and startup creation
Faculty recognition, rankings, fellowships, and awards
Presence of federal agencies, state agencies, and industry on campus

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 Upgrade and Renovate the Hosler Building

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

4.2 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

4.3 Pursue Systems Upgrades for All Buildings

Complete HVAC improvements in Walker Building
Address major renovation needs in East Campus facilities

4.4 Construct the Energy and Environmental Innovation Complex (EEIC)

Co-locate energy and environment researchers
House the Institute of Energy and Environment and the School of Earth Systems and Society administrative offices
Develop advanced energy and environmental research labs
Create translational and industry-partnership spaces

4.5 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

Success Measures

Hosler major maintenance and refresh financed through next capital plan
Deike renovations completed
EEIC incorporated into University master plan
EEIC financed through next capital plan
Green construction and remodeling practices implemented
Student stress and other factors affecting academic performance
Underrepresented student group retention and graduation rates
Faculty and staff perception of health and well-being
Faculty and staff sense of belonging
Hiring, retention, and progression across ranks and disciplines for faculty with a broad spectrum of perspectives and experiences, particularly those engaged in interdisciplinary scholarship
Hiring, retention, and progression for staff with a broad spectrum of perspectives and experiences

Key Performance Indicators

Project milestones completed
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

Implementation and Engagement

EMS will adopt a collaborative implementation structure, engaging:

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

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.