Mission:
Our mission is to educate leaders in the field of Phytopathology, develop and disseminate innovative knowledge with excellence in Teaching, Research, and Extension activities aimed at solving national and international phytopathological issues.
Vision:
We aspire to become a national and international reference in the field of Phytopathology, with a strong regional presence in Teaching, Research, and Extension.
Values:
Our core values include innovation, inclusion, respect for diversity, sustainability, interdisciplinarity, and national and international collaborations.
Specific Objectives of the Program
The specific objectives of the program include:
a) training and qualifying Masters and Ph.D. professionals in Plant Pathology with an emphasis on the biology, ecology, and taxonomy of plant pathogens and the management of plant diseases, enabling them to use, establish, and preserve productive and sustainable agricultural systems;
b) training and qualifying Masters and Ph.D. professionals in Plant Pathology considering the regional particularities of Northeastern and Northern Brazil, as well as the challenges at the national level;
c) building phytopathological scientific knowledge and disseminating technologies that reduce crop losses caused by plant diseases.
Our mission is to train leaders in the field of Plant Pathology, to build and disseminate innovative knowledge with excellence in teaching, research, and extension activities focused on solving national and international phytopathological issues. With this vision, the PPGF at UFRPE seeks to prepare professionals with a strong technical and intellectual profile, capable of developing solutions that significantly contribute to increased food production through rational plant disease control. In this context, graduates of the program acquire skills in scientific investigation and problem-solving, using state-of-the-art technology and resources to address biological, ecological, and taxonomic aspects of phytopathogenic fungi and oomycetes, nematodes, prokaryotes, and viruses, as well as the epidemiology and management of the diseases they cause. Equipped with these skills, PPGF graduates are quickly absorbed by both the public and private job markets, taking on leadership roles in their professional activities.
UFRPE lists its mission in its Institutional Development Plan as “Sowing knowledge, innovation, and inclusion through teaching, research, extension, and management activities, attentive to the complexity, plurality, and diversity of society's aspirations,” aiming to “Stand out nationally and internationally for its leadership and responsibility in facing challenges and transformations of public universities.” Therefore, it is clear that the strategic planning of the PPGF is in line with the mission, vision, and values of UFRPE.
Strategic Planning Process and SWOT Analysis
During the development of the PPGF’s strategic plan, the following strengths were identified: research lines, curriculum structure, research groups, economic, social, and cultural impact of the program, CAPES evaluation, regional insertion, management of self-assessment processes, internal communication management, program regulations management, production of theses and dissertations, alignment of publications with the program’s proposal, number of faculty members, quality of student supervision, quality of teaching methodologies, interpersonal relationships among faculty, number of students, monitoring and tracking of alumni, professional placement of alumni, student selection process, quality of international publications, and visits from international professors.
The following weaknesses were observed in the PPGF’s PEP: classroom infrastructure, laboratory infrastructure, equipment, furniture, internet infrastructure, hardware and software, budgetary resources, student exchange opportunities, courses taught in foreign languages, student quality, and scientific publication output per student.
However, the following opportunities were envisioned for the future: partnerships with external organizations, increased external demand for scientific products and services, increased external demand for innovative products and services, and consolidation of partnerships with external organizations.
An analysis of external factors that could create unfavorable competitive conditions (threats) at the time of the strategic planning identified: the national political environment and public policy for graduate education, regional political context, CAPES and MEC activities, national economic conditions and socioeconomic status of students, number of scholarships and grants offered by funding agencies, the pandemic context, lack of societal appreciation for federal universities, and insufficient technical infrastructure for distance learning.
Strategic Planning of PPGF (2021–2024)
Focusing on strategic management, from 2021 to 2024, PPGF at UFRPE established and implemented several actions aimed at strengthening its infrastructure, pedagogical proposal, and academic impact. The main initiatives were:
1) Infrastructure
Classrooms and new spaces: expansion and renovation of classrooms exclusively for PPGF, with the construction of a new building for teaching, research, and extension planned for 2025. Between 2021 and 2024, PPGF actively participated in planning and enabling the construction of this building.
Laboratory improvements: modernization of laboratory conditions, including allocation of a dedicated space for the Plant Health Clinic of Pernambuco (CLIFIPE). Between 2021 and 2024, CLIFIPE was temporarily relocated to an exclusive space for its activities. The new building will include a laboratory exclusively dedicated to its extension activities.
Greenhouses: reconstruction of four new greenhouses, replacing outdated structures.
Modernization of facilities: continuous updates of laboratory electrical and hydraulic systems, installation of a new electrical substation in the Plant Health Building, and maintenance of equipment.
Connectivity: installation of wireless modems and new internet access points, ensuring network access in all PPGF laboratories and classrooms.
Research funding: continuous encouragement to submit research and extension projects to public and private funding agencies, ensuring financing and expanding the program's impact.
2) Program Proposal
Curricular updates: adjustments to the curriculum to align with the professional profile required by the job market, including revisions to internal regulations.
Research groups: restructuring and consolidation of research groups, with continuous assessment of composition and integration of researchers from other institutions to strengthen scientific collaborations.
3) Knowledge Dissemination and Innovation
Strengthening CLIFIPE’s services (www.clifipe.ufrpe.br), expanding its outreach and impact.
Organizing scientific and technical events, such as the IV and V Colloquium in Tropical Plant Pathology, to promote knowledge dissemination.
Encouraging participation in innovation projects funded by research agencies to promote technological advancement.
Aligning with CAPES evaluation guidelines through faculty restructuring and administrative management adjustments.
Promoting outreach, scientific exchange, and dissemination of the program through digital platforms, social media, and visits to producers and institutions.
4) Internationalization
Strengthening collaborations with international institutions, such as DSMZ (Germany) through CAPES-PROBRAL/DAAD projects, and LSU (USA) through CAPES-PrInt projects.
Joint projects with foreign researchers, invitations to international speakers and instructors, and hosting workshops to enrich student training.
Faculty participation in international scientific missions and training programs abroad.
Admission of international students through GCUB-specific calls, making PPGF the UFRPE graduate program with the highest number of scholarships offered to foreign students.
Offering courses partially or fully in English and hosting foreign students for internships, mini-courses, and research activities.
Strategic Planning of PPGF (2025–2028)
To guide future management (2025–2028), the following action plan was established:
1) Infrastructure
Expand and renovate classrooms and finalize the construction of a new building for teaching, research, and extension.
Modernize laboratories and allocate a dedicated space for CLIFIPE’s extension activities.
2) Strategic Planning and Management
Strengthen communication with the community, hire marketing support, increase visibility through digital platforms, and create a PPGF ambassador group.
Seek partnerships with private companies and producers to fund research activities.
Increase scholarships and research grants by participating in all available funding calls.
3) Scientific Production
Balance publication output among faculty members and link them to student production.
Increase transformation of theses and dissertations into articles and patents.
Develop innovative products and services, such as diagnostic apps and biocontrol agents.
4) Faculty Development
Adjust the number of faculty members to meet subarea demands, including international faculty.
Encourage faculty participation in international exchange programs and update teaching methodologies to align with market needs.
5) Students and Alumni
Make the selection process fully virtual and transparent, valuing candidate qualifications.
Maintain updated alumni records and track their professional activities annually.
Balance the student-to-advisor ratio and encourage hands-on training at CLIFIPE.
6) Internationalization
Consolidate partnerships with foreign institutions, increase participation in sandwich Ph.D. and postdoc programs abroad, and invite foreign researchers to participate in teaching and events.
Continue offering courses in English and encourage language training for students.
The overall goal of the strategic plan is to improve physical infrastructure to enhance student training, increase the quantity and quality of intellectual production, consolidate teaching, research, and extension activities with international standards of excellence, and achieve CAPES evaluation score 6.