1995-2000 plan

The Strategic Plan for 1995-2000

Approved by the State Board of Regents April 1995

Table of contents

Land-grant heritage and values

Iowa State University is an internationally prominent university that seeks to become even better. Iowa State's aspiration to be the nation's premier land-grant university is closely linked to the university's historical and continuing mission as Iowa's land-grant university.

The enduring educational philosophy that characterized the nation's first land-grant colleges contains four key elements that are as relevant today as in the late 1800s. These defining characteristics are: access regardless of race, creed, gender, or economic background; the marriage of practical and liberal education programs; both applied and basic research; and service to the people of Iowa through outreach programs that help them make better decisions.

Iowa State University embraces its land-grant heritage and responsibilities with an institutional orientation toward science and technology. Building on the university's tradition of strength in science and technology, and the synergy between these areas and the liberal arts and social sciences, Iowa State seeks to become even stronger and more distinguished in its teaching, research, and outreach efforts.

Iowa State University is dedicated to educational service of the highest standard. It embraces the values of knowledge, honesty, integrity, hard work, cooperation, friendli-ness, and humane concern. Iowa State University is dedicated to fostering an environment in which differences among people are respected and mutual under-standing is promoted. Iowa State University encourages the highest aspirations and intellectual development of all students, faculty, and staff; it challenges them in the quest for new knowledge and its transmission, preservation, and application for the betterment of society. Iowa State University recognizes its responsibilities to a wide range of constituencies, addresses their needs and concerns, and draws from the potentials of its various constituencies, particularly its alumni, to improve and support the university.

Iowa State University is a community that is inspired by the beauty of its surroundings and dedicated to intellectual excitement and creativity. It is a community where ideas are vigorously debated and rigorously tested, that understands the value of science and technology in today's world, and that appreciates the richness of human experience expressed through the arts and humanities. Iowa State University is a community reaching out both to translate knowledge into action and to serve as a resource for strengthening and enhancing the social, economic, and physical environment of the state, the nation, and the world.

Three ideas, each closely tied to our land-grant heritage, capture the spirit of Iowa State University:

  • "Science with Practice" - ISU's motto that appears on the university's seal.
  • "We come to college not alone to prepare to make a living, but to learn to live a life," - quotation of M. J. Riggs, a graduate of the class of 1883, whose words are etched in stone above the stairs in the west entrance of the Memorial Union.
  • "It is simply service that measures success," - statement made by alumnus George Washington Carver.

Iowa State's aspiration

Iowa State University aspires to become the premier land-grant university in the nation.

This aspiration was set forth in the first strategic plan for Iowa State that guided the university's development from 1990 to 1995. It continues to be our aspiration. The people of Iowa expect Iowa State University to be the premier land-grant university, and Iowa State intends to fulfill that expectation. Aiming to be less than the best is unacceptable.

The premier land-grant university enthusiastically embraces the special character and orientation of the land-grant universities and, thus, most effectively fulfills its mission and responsibilities. With a tripartite mission - teaching, basic and applied research, and outreach - the premier land-grant university achieves the optimum balance of efforts and overall performance in these three areas. For Iowa State University to be the premier land-grant university in the nation, it first must be superior in fulfilling its mission for the state of Iowa.

Aspiring to be the premier land-grant university in the nation also implies that we strive for excellence that is measured by national standards. We acknowledge our need to improve and change what we do and how we do it. We need to better serve those who have been underserved. We need to work in collaboration with others and expand partnerships with other educational institutions, government, and the private sector, building upon each others' strengths and focusing on what each can do best.

Publicly stating this aspiration expresses our willingness, desire, and commitment to stretch ourselves in our effort to become the premier land-grant university. Continuously improving what we, as individuals and as a university community, do and how we do it is as important as achieving the end result of being recognized as the premier land-grant university in the nation. It is the journey that is more critical than the destination during the next five years.

There is no single measure by which we can track our progress toward, or final achievement of, the goal of being the premier land-grant university. Instead, there are multiple indicators that we can examine over time to ensure that we are making progress and are continuing to improve. We will recruit and retain the highest quality of students, faculty, and staff, and increasingly our first offers to students, faculty, and staff will be accepted. We will identify and develop the potential of all students, faculty, and staff. Our students, faculty, and staff will reflect the diversity present in society. A key indicator is the extent to which others in the national educational community look to Iowa State as a model of excellence to be emulated by other land- grant universities.

The achievements of our students, faculty, staff, and alumni will be evident through increased national and international recognition, awards, and honors. Our graduates and their employers will be increasingly satisfied with the education Iowa State provides. National ratings of our undergraduate and graduate programs will continue to grow. External funding for research will increase further, and we will rank even higher among the leading public universities in private fund raising. Public and private agencies and organizations and businesses will turn first to Iowa State in seeking assistance with their efforts and problems.

Goals and characteristics sought

Six university-wide goals are presented below with the desired characteristics specified for each. The goals and characteristics provide the overall framework within which the plans for each of the colleges and other major administrative units will be developed and will identify specific means to achieve these goals and characteristics.

  • Goal 1. Strengthen undergraduate teaching, programs, and services.
  • Goal 2. Strengthen graduate, professional and research programs.
  • Goal 3. Strengthen outreach and extension efforts.
  • Goal 4. Sustain and enhance an intellectually stimulating environment and a supportive university community for all students, faculty, and staff.
  • Goal 5. Establish international leadership in the integration and effective use of information technology and computation services.
  • Goal 6. Strengthen initiatives to stimulate economic development, with a special emphasis on environmental stewardship and enhancing human resources and the quality of life.

Goal 1. Strengthen undergraduate teaching, programs, and services, characterized by:

  • Greater emphasis on a student-centered learning environment.
  • Increased innovation and excellence in teaching and advising -- including integrated use of library resources and information technology in curricula.
  • Expanded efforts to increase student retention and graduation rates.
  • A broad range of intellectually challenging curricula that prepares graduates for successful and rewarding lives in a rapidly changing world -- with emphasis on developing critical thinking and team learning abilities and promoting life-long learning.
  • Enhanced liberal education -- to ensure that all undergraduate students develop literacy in science and technology; environmental awareness; communication skills; analytical skills; humane and ethical values; knowledge of the intellectual, historic, and artistic foundations of our culture; understanding of individual and social behavior; and international and multicultural awareness and appreciation.
  • Access to the university to all who meet its standards, unrestricted by social and economic status, and continuing efforts to attract and retain a high- quality and diverse student population.
  • Greater efforts to serve nontraditional students -- including older students, those employed full time, and students with children.
  • Cooperation with Iowa high schools and community colleges to ensure intellectual development and preparedness of students for higher education.
  • Strong and accessible student support services.
  • Encouragement of international study and/or travel in students' college experience -- for a better understanding of the multicultural and international world in which they will live and work.
  • Involvement of undergraduates in research and scholarly debate.
  • Honors programs of distinction that enhance ISU's ability to recruit and retain the best students, while welcoming them into the community of scholars.
  • Special emphasis on faculty involvement in undergraduate education -- especially having senior faculty teach foundation courses.
  • Increased interdisciplinary and collaborative teaching programs.
  • Professional development opportunities for faculty to improve teaching techniques and course content.
  • Prominence of instructional development and outcomes assessment.

Goal 2. Strengthen graduate, professional, and research programs, characterized by:

  • Continued recognition as a Carnegie Research I University -- a national measure of research performance.
  • Continued excellence in basic research, applied research, and the transfer of research results into new technologies -- by building on existing strengths and opportunities where ISU has a significant competitive advantage.
  • Focused emphasis on research programs related to agriculture, veterinary medicine, natural and social sciences, engineering, technology, economic development, and stewardship of the environment.
  • Increased quality, diversity, and numbers of graduate students, postdoctoral fellows, and visiting scholars.
  • Demonstrated strength in all doctoral programs, and an increase in the number of doctoral programs of national and international prominence -- most of which will be in, or related to, science and technology.
  • Distinctive masters programs -- including targeted professional masters programs that serve the needs of Iowans who desire to continue their education.
  • New and innovative graduate instruction -- including course delivery for distant students using communications technology.
  • Improved understanding by graduate students of the ethical, social, historical, environmental, and economic implications of science and technology.
  • Increased interdisciplinary collaboration in research and graduate programs -- by faculty across the university and with other institutions.
  • Increased numbers of faculty and staff who are nationally and internationally recognized -- such as members of national academies, fellows of professional societies and institutions, and recipients of awards for excellence.
  • Increased quality and quantity of scholarship, research, and creative activity.
  • Increased quality and quantity of international joint research, scholarship, training, and exchange programs.
  • Expanded linkages with private sector enterprises, consortia, and joint ventures to support economic development of Iowa and the nation.
  • Enhanced programs for the preparation of teaching assistants, community college teachers, and university educators.
  • Access to library research materials and information systems necessary to support ISU's research programs.
  • Increased level and diversity of sources of funding for research -- to provide funding stability and flexibility for undertaking new initiatives.

Goal 3. Strengthen outreach and extension efforts, characterized by:

  • National leadership in defining the role of land- grant universities as public sources of practical knowledge, unbiased information, and applied research.
  • Further integration of outreach with teaching and research efforts -- within and across disciplines to address existing and anticipated needs of Iowans.
  • Continued emphasis on environmental stewardship, human needs, community resource development, and assistance in the expansion of economic opportunities to strengthen and diversify the economic base of Iowa with special focus on rural Iowa and with increased attention to Iowa's urban communities.
  • Enhanced technology transfer efforts and success.
  • Improved delivery of existing and future programs to reach minorities, women, and other underrepresented groups throughout Iowa.
  • Development of a highly flexible and agile outreach program content and delivery capacity -- with accelerated application of state-of-the-art communications technology in the delivery of outreach programs.
  • Enhanced international outreach capabilities and activities.
  • National leadership in developing and using information-sharing arrangements on regional, national, and international levels; expanded linkages with governmental units and agencies at international, national, state, and local levels; connections with research programs elsewhere; and cooperation with the private sector to provide quality information.
  • Expanded off-campus offerings of credit courses and degree programs -- developed through appropriate cooperation and in coordination with other institutions of higher education within Iowa and with relevant agencies and organizations -- with emphasis on serving non-traditional students whose geographic locations preclude attendance at an Iowa public university and with increased use of the Iowa Communications Network.
  • Provision of non-credit courses and workshops to meet the needs of Iowans and to promote life-long learning with increased use of the Iowa Communications Network.
  • Continued development and expansion of working partnerships with other educational institutions in Iowa to support excellence of pre-K, K-12, and community college education.

Goal 4. Sustain and enhance an intellectually stimulating environment and a supportive university community for all students, faculty, and staff, characterized by:

  • Shared values of academic excellence and service to all segments of society.
  • Intellectual curiosity and vigorous uncensored debate of important ideas and issues -- within a climate of academic freedom in which differing opinions are treated with mutual respect.
  • Opportunities for all students, faculty, and staff to realize their intellectual, academic, and professional potential.
  • Access to university programs and services unrestricted by social or economic status.
  • Increased diversity of students, faculty, and staff.
  • Increased numbers of National Merit and National Achievement Scholars.
  • Systematic mechanisms for identifying, developing, and nominating students, faculty, and staff for special national and international fellowships, scholarships, awards, and honors.
  • Extracurricular and leadership opportunities for students through a wide variety of student government offices, student clubs and social organizations, intercollegiate and intramural athletics programs, and volunteer activities.
  • A community concerned about the well-being of all its members.
  • Reasonable physical accommodation and safety for all university members and visitors.
  • Increased opportunities for students, faculty, and staff to study or work abroad -- to develop international understanding and to incorporate international issues and examples into their courses and work.
  • Increased institutional responsiveness, creativity, and agility.
  • Increased interactions among departments, colleges, and support units.
  • Enhanced opportunities for informal interactions among faculty, staff, students, and external constituencies.
  • Individual and collective emphasis on continuous improvement.
  • Improved campus facilities, grounds, and physical infrastructure -- with special attention to maintaining existing capital assets.
  • Annual performance appraisals for all faculty and staff to provide them with meaningful feedback, goal attainment, and promotion opportunities.

Goal 5. Establish international leadership in the integration and effective use of information technology and computation services, characterized by:

  • Innovative and effective programs in teaching, research, and outreach that integrate and maximize the benefits of information technology and computation.
  • Coordinated planning for the growth, development, and effective use of information technology and computation services at all levels of the university.
  • Expanded and enhanced computation infrastructure -- providing services and facilities that support information and computation users.
  • Seamless access to computation and communications technology in offices, libraries, and research laboratories.
  • Access to high-performance computing and other resources for leading-edge research computing.
  • Widespread access to the international network -- in offices, classrooms, libraries, and laboratories.
  • Mechanisms to facilitate student ownership of a suitable computer capable of accessing the university's instructional and public communications system.
  • Emphasis on the effective use of state-of-the-art technology in teaching, learning, and delivery of information.
  • Continued development and enhancement of library information services -- through an expansion of current library partner-ships and initiatives.
  • Training and support for students, faculty, and staff in the understanding and use of computers and communications technology.
  • Improved support services for computer, instructional, and communications technology.

Goal 6. Strengthen initiatives to stimulate economic development, with a special emphasis on environmental stewardship and enhancing human resources and the quality of life, characterized by:

  • A new focus on defining and addressing Iowa's economic, environmental, and social needs -- including the participation of state and community groups, Iowa Regents universities, Iowa's community colleges, and Iowa's private colleges and universities.
  • Assisting Iowa's transition to a more diversified economy that enhances the quality of life for all Iowans and establishes a national model for rural revitalization.
  • Continued emphasis on developing Iowa agriculture for a global market, improved profitability, and enhanced human resources.
  • Enhanced and expanded ISU capabilities in research, education, and outreach -- coordinated to bring interdisciplinary skills to bear upon local and regional economic competitiveness, social needs, and environmental impacts.
  • A variety of efforts -- ranging from individual research projects to multidisciplinary teams -- to assess local and regional needs, conduct research, and assist communities, businesses, and citizens in using research results.
  • Partnerships -- with local, state, regional, national, and international organizations, the private sector, and alumni -- involving research and outreach leading to economic growth and social development.
  • Widespread use of information technology -- to exchange research data, deliver research results, and provide citizens with the most current, accurate, and relevant information.
  • Focused research and development programs on new technology for environmental monitoring, assessment, cleanup, and information needs.
  • Development of advanced manufacturing methods leading to products and processes designed to be market- competitive -- while reducing negative environmental impacts or excessive use of natural resources.
  • Enhanced efforts so that the results of ISU research, and the technology arising from that research, are used for public benefit -- through transfer to Iowa companies if possible, and, if not, to favor other U.S. companies before transferring to companies in other countries.
  • Enhanced technical assistance to Iowa industry -- through appropriate access to ISU facilities, industry- initiated research projects, and organized access to ISU special expertise.

University-wide strategies to achieve goals

1. Strategies for improving student life.

2. Strategies for enhancing diversity.

3. Strategies for increasing internationalization.

4. Strategy for understanding the implications of science and technology.

5. Strategies for expanding technology transfer.

6. Strategies for using information technology and computation services.

7. Strategies for advancing economic development and environmental stewardship.

8. Strategies for strengthening human resource management and professional development.

9. Strategies for improving physical facilities.

Nine university-wide strategies focus on issues that cut across the six goals of the university strategic plan. Implementation of these strategies during the next five years, together with implementation of the plans of the various academic and support units, will enable Iowa State University to achieve the goals of the university's strategic plan and make significant progress toward becoming the nation's premier land-grant university. Appendix A presents a matrix that shows how these strategies relate to the six goals of the university's strategic plan.

1. Strategies for Improving Student Life

a. Enhance programs to provide students with academic, personal, social, and financial support necessary for individual persistence and growth.

  • Strengthen academic advising programs and support services.
  • Identify students at risk academically and provide programs and services to help them succeed.
  • Implement a comprehensive ongoing student survey and assessment project.
  • Enhance financial support and services for students -- especially through the President's Scholarship Campaign.

b. Provide programs and services for students that ensure that attendance at ISU is a quality intellectual, psychological, and financial investment.

  • Enhance basic student services -- including public transportation; housing options; child care; and health, wellness, counseling, and recreation services.
  • Survey graduating seniors and alumni concerning teaching, advising, curricula, and services.
  • Encourage students to take advantage of opportunities outside the classroom -- to become better prepared for their careers, to develop leadership skills, and to become involved in community service.
  • Identify principal employment markets for ISU graduates and provide information to students on career opportunities.
  • Survey employers of recent ISU graduates to determine aspects of education most valuable to employers that should be strengthened, and respond to employers' suggestions for how to increase the employment readiness of ISU graduates.

c. Create an environment in which intellectual and personal growth is not hindered by concern for individual safety.

  • Strengthen partnerships between ISU and the Ames community in safety training, programming, and communication.
  • Ensure that university facilities meet appropriate safety standards.
  • Provide adequate training and information about campus safety and ensure that all faculty and staff comply with safety standards.
  • Incorporate safety standards in appropriate curricula, and ensure that students comply with these standards in classroom and laboratory activities.

2. Strategies for Enhancing Diversity

a. Increase the diversity of the undergraduate and graduate student body through aggressive recruitment and retention programs.

  • Enhance "feeder" relationships with K-12 schools, community colleges, and undergraduate programs with diverse student populations.
  • Expand financial aid available for the recruitment and retention of underrepresented students.
  • Work with other institutions and organizations to create graduate and post-doctorate student incentive programs -- to develop an enriched pool from which to recruit future ISU employees of diverse backgrounds.
  • Expand course offerings and scheduling to attract nontraditional students.
  • Expand student orientation programs to include several out-of-classroom experiences with a variety of underrepresented groups.
  • Conduct surveys of students from underrepresented groups who leave before receiving a degree and those who are graduating.

b. Increase employee diversity.

  • Continue to use central and college resources for recruitment and retention of underrepresented employees and for administrative internships.
  • Expand and strengthen the visiting scholars and technical personnel program and strengthen services for visiting faculty and staff.
  • Conduct periodic surveys of minority and women faculty and staff and exit interviews with underrepresented faculty and staff members who resign.

c. Foster an environment in which differences among people are respected and mutual understanding is enhanced.

  • Provide university lectures and programs to promote multicultural understanding.
  • Explore and implement ways to improve the integration of underrepresented students into the academic and social life of ISU.
  • Expand and strengthen cooperative efforts among ISU and community groups concerned with diversity.
  • Expand and strengthen cooperative efforts between ISU and Iowa communities with significant minority populations.

d. Provide a diverse curriculum that values the contributions of all people and prepares students to meet the challenges of a diverse world.

  • Enhance students' understanding of the diversity of our world through modification of existing courses and creation of new courses.
  • Strengthen interdisciplinary programs that address diversity.

e. Expand programs for faculty and staff development related to diversity.

  • Sponsor workshops on the impact of pedagogical style and classroom environment on learning -- with the goal of having instructors be sensitive to their own and students' gender, race, and cultural perspectives.
  • Conduct training programs on harassment and managing a diverse work force.

3. Strategies for Increasing Internationalization

a. Increase the international and global knowledge of ISU students.

  • Expose students to other nations and cultures through the modification of existing courses and creation of new courses.
  • Encourage students to obtain a double-major or minor in international studies.
  • Increase support for and participation in international student exchange and study abroad programs.
  • Have international alumni assist in study abroad programs.
  • Expand the selection of foreign languages taught and the number of sections offered, as demand warrants.

b. Increase the internationalization of ISU employees and expand international faculty and staff development programs.

  • Encourage ISU faculty and staff to expand their global understanding through workshops, seminars, and retreats.
  • Sponsor efforts and develop techniques for internationalizing classes.
  • Encourage faculty to teach and conduct research abroad.
  • Strengthen services for visiting faculty and staff -- such as protocol, temporary housing, and ground transportation.

c. Foster an environment in which cultural differences among people further mutual understanding.

  • Provide university lectures and programs to promote understanding of international issues.
  • Expand the use of satellite down-link, two-way video instruction, and electronic mail technologies to expose students on campus to views held by people in other cultures and nations.
  • Take steps to better integrate international students into the academic and social life of ISU.

d. Expand the scope and intensity of international/global scholarship.

  • Expand collaborative research programs with colleagues and institutions in other countries and expand research, scholarship, and publications on international subjects.
  • Expand the use of computer and imaging technology for international communication.
  • Increase work with Iowa and U.S. agriculture and industry in areas such as export enhancement, international competitiveness, and technology.
  • Support and foster relationships with other countries to further ISU's research and outreach missions.

4. Strategy for Understanding the Implications of Science and Technology

Improve the understanding of students and Iowa citizens in the social, ethical, environmental, and economic implications of science and technology.

  • Identify opportunities throughout the curriculum to introduce courses and programs leading to technological literacy as part of the liberal education of all students.
  • Establish a visiting lecture series and local expert lectures bearing on contemporary issues in science and technology.
  • Develop workshops, seminars, and special courses designed to provide graduate students and faculty with an understanding of ethical dimensions of professional goals.
  • Develop extension and continuing education programs designed to enrich the technological literacy of Iowa citizens.

5. Strategies for Expanding Technology Transfer

a. Enhance the economic and social value of ISU research and education through active technology transfer.

  • Enhance the educational experience of undergraduate and graduate students by providing exposure to the business environment through internships, summer work experiences, and/or research collaboration.
  • Continue the Coordinating Council on Technology Transfer and expand its role as a forum for sharing information about emerging funding opportunities.
  • Seek ways to promote university-industry-federal collaboration in research and facilitate collaborative interactions between ISU researchers and industrial and federal researchers.
  • Work actively with state and local economic development groups to help support and attract companies that could benefit from collaborative interactions with ISU, and develop an explicit role for ISU in state economic development planning.
  • Provide seed-funding to identify ideas that may be ripe for application-oriented development, identifying potential markets and establishing early relationships with possible end-users.
  • Establish a priority for the pursuit and protection of intellectual property for technologies having high likelihood of success.
  • Help access early-stage venture capital for emerging university-related businesses and introduce a variety of licensing approaches.

b. Enhance the direct delivery of technical assistance and transfer through specific outreach efforts.

  • Identify emerging Iowa needs for technical training, adjust the mix of available continuing education offerings, and initiate new programs -- particularly ones involving distance learning.
  • Encourage entrepreneurship through awareness training in business practices, tools for venture planning, and facility and workspace availability planning.
  • Expand cooperative, cost-shared industry-driven activities modeled on the Iowa Industry Incentive Program.
  • Continue to provide assistance to start-up companies and, where appropriate, facilitate the use of specialized university equipment by Iowa companies.
  • Continue to work with and assist community colleges in their selective programs for upgrading worker skills for higher value-added jobs.
  • Seek expanded state and federal funding for delivery efforts.

6. Strategies for Using Information Technology and Computation Services

a. Enhance and expand the ISU computation and communication infrastructure and provide services and facilities that support information and computation users.

  • Implement coordinated planning for the improvement of information and computation services at all levels of the university.
  • Maintain and upgrade internal and external network connectivity at levels commensurate with evolving network standards and technology.
  • Facilitate appropriate access to high-performance computing and other resources essential to maintaining ISU's position in leading-edge research computing.
  • Provide active high-speed multiple-user network connections for instruction in university classrooms, laboratories, libraries, and conference rooms.
  • Provide coordinated and distributed instruction and support to assist faculty, staff, and students in the productive and effective use of information technology.
  • Facilitate appropriate use of instructional technology in teaching and learning activities.
  • Encourage student ownership, upgrading, and maintenance of computation and information devices through universal connectivity and access to software and services.
  • Provide integrated access to university information through the development of a coordinated networked environment.

b. Develop innovative and effective programs in teaching, research, and outreach that integrate and maximize the benefits of information technology and computation.

  • Provide student, faculty, and staff development programs to enable better use of information and computer technology.
  • Expand ISU's program opportunities by establishing and developing internal, state, national, and international partnerships.
  • Promote technology transfer by establishing on-line services for information sharing.
  • Increase and improve remote course delivery by developing an outstanding distance education program designed to accommodate one-to-one learning as well as classroom-based off-site course delivery.
  • Develop and provide unique ISU Extension and other outreach services by expanding upon the current Extension network project.
  • Improve and expand library information services by building upon current library partnerships and initiatives.
  • Expand ISU's potential to reach prospective students, alumni, and donors by providing on-line information and services.
  • Promote interdisciplinary research projects for which information technology is a crucial enabling element.

7. Strategies for Advancing Economic Development and Environmental Stewardship

a. Enhance and expand ISU's capabilities in research, education, and outreach through a coordinated economic development effort and its related environmental and social impacts.

  • Establish organizational foci for university-wide coordination of current environmental and economic development activities.
  • Establish a state-wide task force to identify economic development needs.
  • Initiate a broadly-based strategic planning project for environmental research and outreach programs.
  • Expand development of environment-based curricula to provide ISU students with a basic understanding of environ-mental and developmental issues.
  • Organize interdisciplinary teams, including Iowa citizens, to initiate a state-wide dialog on community development needs and opportunities and key local environmental issues.
  • Develop new products based upon Iowa's agricultural resources through cooperative interaction between commodity groups and university researchers.
  • Strengthen advanced manufacturing in Iowa communities through assistance to local industry leading to market- competitive products and enhanced development of community outreach services.
  • Develop and strengthen partnerships with local, state, regional, national, and international agencies and groups studying similar problems -- to enhance exchanges of information and capabilities.

b. Organize and focus research and development programs leading to technologies that address environmental monitoring, assessment, cleanup, and information needs.

  • Assess needs for new uses of existing technology and develop new technology for environmental monitoring, characterization, evaluation, and measurement, and user needs and requirements based on special ISU expertise.
  • Identify regional, national, and international program opportunities for funding participation, coordination, and partnerships in environmental technology development.
  • Organize university and industry-based consortia addressing process and product development while minimizing environmental impact.
  • Identify, develop, and demonstrate promising new ISU- based technology concepts leading to improved energy efficiency and environmental impact minimization.

c. Design and develop a community-based strategy to address local environmental, economic, and social needs through targeted ISU research and extension efforts.

  • Assess community service needs based on citizen surveys and statewide data bases to identify opportunities for improved access to federal and state programs.
  • Establish university-industry-community task forces to consider action projects to help achieve local economic and environmental goals.

8. Strategies for Strengthening Human Resource Management and Professional Development

a. Create a university environment in which all faculty and staff are valued for their efforts and ideas, perform at high levels, and share in the determination of goals and values.

  • Expect high performance and ethical behavior by all ISU employees.
  • Involve employees in major decisions that affect them.
  • Develop a responsive employee suggestion system.
  • Expand benchmarking and self-assessment programs to identify areas needing improvement.
  • Create a climate receptive to differing opinions, risk taking, teamwork, continuous improvement, interdisciplinary efforts, and responsiveness in all university activities.
  • Encourage employees to participate in committees at all levels of ISU.
  • Use the results of surveys of current students, graduating seniors, alumni, employers, and other customers in evaluating teaching, advising, curricula, and services.
  • Identify ways in which retired staff, faculty, and other professionals can continue to contribute to ISU.

b. Build a sense of community by providing more opportunities for professional development and interaction among university employees.

  • Realign human resources from a management perspective to a development perspective -- to facilitate orientation, career development, evaluation, and professional learning opportunities for all ISU employees.
  • Establish common procedures for recruitment and hiring -- to attract highly qualified employees and to ensure a richly diverse community.
  • Continue to develop employee orientation programs.
  • Require all supervisors to be trained in leadership, as well as the administration of formative and summative evaluations, and conduct an annual evaluation for every ISU employee -- based upon professional goals that support the mission of the employee's unit.
  • Ensure that role definitions and categories of employment do not restrict access to opportunities for professional growth, and that employees are encouraged, or in some cases, required, to take advan-tage of opportunities that support their planned career development.
  • Encourage formal and informal programs -- through which employees receive mentoring from their colleagues beyond the first year of employment.

9. Strategies for Improving Physical Facilities

a. Improve the condition and maintenance of existing facilities.

  • Develop strategies to finance capital repair and renewal, and resist reducing maintenance and repair budgets during times of fiscal difficulty.
  • Continue efforts to reduce the backlog of deferred maintenance and to modernize existing facilities.
  • Place higher priority on campus cleanliness.
  • Refine plans to bring all facilities into compliance with existing building, fire, and life safety codes and with the Americans with Disabilities Act.
  • Evaluate facilities for both functional and operational deficiencies.

b. Continue to develop the university's long-range capital plan in a manner that is consistent with the university's strategic plan.

  • Analyze capital needs based upon approved strategic plans -- recognizing the importance of constituent and political support needed to obtain funding for new or remodeled facilities.
  • Include capital facilities projects in future ISU Foundation capital campaigns.
  • Encourage donor recognition in facility-naming opportunities.
  • Continue campus development consistent with the Campus Master Plan.

c. Improve the utilization of space on the campus to adequately support ISU's mission.

  • Inform the university community on space costs and usage considerations by providing space utilization and cost reports to users.
  • Continue implementation of the approved recommendations of the Committee on the Use and Productivity of Space.
  • Evaluate the productivity of space in meeting the needs of ISU's customers.
  • Include information on space costs as one of the components of program evaluation, and identify appropriate space costs when program change or expansion is being considered.
  • Benchmark space utilization data with other organizations.
  • Develop numerical analysis and improve models for assessing proposals for construction of new space.
  • Conduct customer surveys to determine if it is feasible to improve the utilization of campus space by expanding course offerings and programs in the evening, early morning, and weekend periods.
  • Encourage cross-functional communi-cation, teamwork, and modular scheduling to improve use of space.
  • Share high-cost facilities within the university and with outside organizations.
  • Develop more flexible space to meet changing space needs.

Funding the plan

Iowa State University's Strategic Plan for 1995-2000 is based on the following revenue assumptions.

  • Tuition revenues will remain constant in real dollars; tuition increases will be at the rate of inflation and ISU's enrollment of approximately 25,000 students will be maintained through aggressive recruitment and retention efforts.
  • Increases in state appropriations, beyond inflation and compensation increases, will be for highly targeted initiatives that directly address state needs; not all mandatory cost increases will be fully funded.
  • Sponsored funding will continue to increase at about 10% per year due to aggressive and entrepreneurial activity of ISU faculty and staff; indirect cost rates are not likely to increase significantly, but indirect cost recovery will increase about 5% per year due to increased sponsored funding and greater efforts to obtain full indirect cost reimbursement.
  • Private fundraising will continue to increase, and a major gift campaign will be launched in the next two years; most private funds will be targeted for scholarships, endowed professorships, and new facilities.

The approved strategic plans of the university, colleges, and major support units will provide the overall framework that will guide all major budget decisions of the university. The revenue assumptions imply that most of the strategic planning initiatives will require reallocation of existing funds within and across units. Improving the quality of ISU will come largely from a combination of increased effectiveness of existing faculty, staff, programs, and services and reallocations made possible by greater efficiency.

The highest priority of the Strategic Plan for 1995-2000 is to improve the quality of undergraduate education as measured by student retention, graduation, and placement rates. This will require an investment of approximately $10 million, including $5 million in reallocated funds and $5 million in new funding from the state of Iowa, the federal government, and private sources. A university-wide plan will be completed during 1995-96 to reallocate $5 million in the FY96- FY99 budgets for this effort. The reallocated funds will come from restructur-ing administrative structures and processes and from non-academic programs and services.

The Strategic Plan for 1995-2000

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Measuring progress

Iowa State University is committed to implementing this Strategic Plan and will carefully monitor progress on achieving the goals of the plan. A strategic planning progress report will be prepared annually that will summarize the progress Iowa State University has made on implementing the Strategic Plan.

During the development of this strategic plan, numerous measures of progress were suggested, but it was decided that specific targets should be set after the strategic plans for the college and other major units have been completed and approved, which will occur during fall 1995. Following approval of the unit plans, proposed university-wide measures will be reconsidered and bench- marks and targets will be established.

Presented below is a preliminary listing of key indicators of progress that will be measured and reported annually.

  • National ratings and recognition of ISU's academic programs and services
  • Student retention, graduation, and placement rates
  • National and international awards and honors received by students, faculty, and staff
  • Responsiveness to the needs of Iowans
  • Numbers, quality, and diversity of students, faculty, and staff
  • Extended education programs and course offerings and enrollments (including evening, early morning, weekends, and distant education)
  • Offerings and enrollments in ISU's non-credit conferences, short courses, and workshops
  • Competitiveness of compensation for faculty and staff
  • Patents received, licenses signed, and income from patents and licenses
  • Sponsored funding awarded and Carnegie classification
  • Private funding received
  • Numbers of ISU students studying abroad or participating in international exchange programs
  • Number of outreach contacts made

Mission, role and scope statements

(Approved by the State Board of Regents, November 1989)

Mission Statement

Iowa State University of Science and Technology is a public land-grant institution serving the people of Iowa, the nation, and the world through its interrelated programs of instruction, research, extension, and professional service. With an institutional emphasis upon areas related to science and technology, the University carries out its traditional mission of discovering, developing, disseminating, and preserving knowledge.

Iowa State University provides high quality undergraduate programs across a broad range of disciplines, as befits the institution's stature as a university. In its dedication to excellence in teaching, the University strives to instill in its students the discernment, intellectual curiosity, knowledge and skills essential for their individual development and their useful contribution to society. A common goal of undergraduate education is to assure that all students, regardless of disciplinary major, acquire literacy in science and technology, an understanding of humane and ethical values, an awareness of the intellectual, historical, and artistic foundations of our culture, and a sensitivity to other cultures and to international concerns. Consonant with its role as a teaching and research institution, Iowa State University has a strong commitment to graduate education that, at both the master's and doctoral levels, emphasizes the development of professional, research, and scholarship skills.

As an integral part of the learning process, Iowa State University fosters the discovery and dissemination of new knowledge by supporting research, scholarship, and creative activity. The University also uses existing knowledge to address problems and issues of concern to the state of Iowa in particular, as well as to the national and global community. The University's research and scholarly endeavors are supported by public and private resources and are conducted in an environment of open scientific inquiry and academic freedom.

Extension, professional service, and continuing education activities are conducted through innovative and effective outreach programs that provide the people of Iowa, and beyond, with practical knowledge and information derived from leading instructional and research efforts at Iowa State University and elsewhere. Through its outreach programs, the University stimulates and encourages progressive change.

Iowa State University enrolls academically qualified students who represent diverse age groups, socio-economic levels, racial ancestries, ethnic heritages, and international cultures, and who provide a gender balance. Through the use of a variety of educational opportunities, advanced instructional technologies, and student services, the University supports the development of both traditional and non-traditional students, preparing them for citizenship and life-long learning in a rapidly changing world.

Finally, Iowa State University participates in international efforts to alleviate world hunger and poverty, to prepare students and faculty to be productive and responsible citizens of the world, and to contribute to increased cultural, educational, economic, scientific, and socio- political interchange and understanding between and among Iowans and other members of the world community.

Role Statement

The role of Iowa State University is defined by the institution's status as the state of Iowa's land-grant university and by its relationship to the other institutions of higher education within Iowa.

  • Iowa State University must strive to develop and maintain instruction, research, extension, and professional service programs that fulfill the responsibilities of a major land- grant institution.
  • Iowa State University shares with the other public institutions of higher education within Iowa the joint responsibility of providing a full range of high quality educational opportunities. Coordination among these institutions with respect to programs, clientele, and geographic areas is necessary to ensure that the priority needs of all Iowans are addressed and to avoid unnecessary duplication.
  • Iowa State has a statewide system for extension education and information dissemination.
  • Iowa State continues to be a leading higher education institution with institutional emphasis on science and technology.
  • Consistent with its historic role, Iowa State University contributes to the economic development of the state of Iowa by attracting public and private organizations seeking proximity to leading authorities in particular fields, by participating in technology transfer, and by assisting efforts to strengthen and diversify the economic base of Iowa.
  • Iowa State University assumes responsibility for helping to protect, maintain and improve Iowa's natural resources through the discovery and diffusion of knowledge and technology.

Scope Statement

Consistent with the university's role and mission statements, the current scope of Iowa State University is described below.

  • Iowa State University of Science and Technology, a broad-based university with an orientation towards science and technology, has sufficient scope and depth in its instruction, research, and extension and professional service functions to enable it to continue to be a distinguished land-grant university. In addition to its undergraduate and graduate work in the physical, biological, mathematical, and social sciences, it will maintain and develop strong undergraduate programs in the arts and humanities, and will offer such master's and Ph.D. programs in this area as are justified to meet the needs of the state of Iowa and to maintain the overall strength and desirable balance of the university as a whole.
  • In Iowa State University's professional programs, principal emphasis will be given to the main-tenance and development of strong programs in the sciences, agriculture, engineering, veterinary medicine, design, education, business, and family and consumer sciences. Interdisciplinary programs are offered that seek to combine the perspectives and methods of more than one discipline to better address the questions and problems confronting Iowa, the nation, and the world. The international efforts of Iowa State University are to be expanded and enhanced.
  • Iowa State University will offer no major under-graduate or graduate programs in law, library science, human medicine, dentistry, pharmacy, nursing, hospital administration, occupational therapy, physical therapy, or speech pathology.
  • Future programs will be determined by the continuing assessment of existing programs and of developing needs. Programs will be curtailed or eliminated when the assessment of need and resources dictates that the resources could be better used for other programs. The university approaches the addition of new programs with considerable caution. Generally, new programs are fashioned out of existing programs in response to developing needs. But if the university is to remain vital, it must be prepared and able to develop, at appropriate times, new programs that are within its general mission and that meet the changing needs of the students and society.