Trends & Goals

Iowa State University’s current strategic plan emphasizes important goals to ensure that the University is a great place to learn and work. These goals include:

• Recruiting and retaining faculty, staff, and students who are dedicated to   individual and organizational excellence and achievement
• Expanding the diversity of people, ideas, and cultures, and nurturing an   environment in which diversity can thrive
• Achieving a sustainable balance between responsibilities and resources that   will allow the University to efficiently and effectively realize its vision
• Fostering an environment in which all members of the University community   can contribute to their fullest professional potential while pursuing satisfying   personal lives

This section provides information regarding trends and goals for faculty and staff resources in order to highlight significant achievements and future needs.

Faculty
General information on faculty demographics for faculty−Employee FTE by Classification, Employees by Gender, Employees by Race/Ethnicity, Faculty Headcount and FTE by College, Faculty by Highest Degree, Faculty by Rank, Faculty Salaries: Average by Rank, and Faculty Salaries: Peer Comparisons−can be found in the ISU Fact Book. A review of past issues of the publication reveals several demographic changes for the 10−year period from 1995−2005. Some of the more significant findings are given below.

• Women comprised 34% of total faculty in fall 2005 compared to 27.6% in fall 1995, with the increase occurring in both the tenured/tenure−eligible and non−tenure−eligible categories.

• In fall 2005, the gender composition of tenure track faculty varied by college, the ratio of women ranging from 9.1% in Engineering to 63.6% in Human Sciences.

• Racial/ethnic minorities accounted for 15.7% of total faculty in fall 2005 compared to 9.3% in fall 1995. Again, the increase occurred in both categories (tenured/tenure−eligible and non−tenure−eligible faculty).

• The percentage of racial/ethnic minorities among the tenured/tenure−eligible faculty in fall 2005 was 17% compared to 9.6% in 1995. The goal set by Iowa State in the new Strategic Plan (2005−2010) is 20%.

The ratio of students to tenure/tenure−eligible faculty increased from 15.9:1 in fall 1995 to 19.5:1 in fall 2002, which was mainly due to increases in student enrollment and a stable faculty. The trend was reversed starting in fall 2003 when enrollment started decreasing but faculty numbers, driven by a new budget policy, increased. The ratio was 18.7:1 in fall 2005.

Staff
General information on staff demographics−Employee FTE by Classification, Employees by Gender, Employees by Race/Ethnicity, Professional and Scientific Employees by Grade, Contract Employees, and Merit Employees by Organizational Unit, and Average Percent Increase in Salaries for Continuing Employees–can be found in the ISU Fact Book.

Professional and Scientific (P&S) staff duties include administrative, research, extension and professional services. Merit staff responsibilities include clerical, blue collar, technical and security.

The largest employee group at Iowa State is the P&S staff, which numbered 2,373 in fall 2005. Women comprised 51.2% of the total P&S workforce in fall 2005, though they tended to fill lower pay grade positions. Male workers were the majority of the higher pay grades. Racial/ethnic minorities accounted for 8.0% of the total P&S staff in fall 2005 compared to 7.5% in fall 1995.

In fall 2005, Iowa State had 1,814 merit employees, a 19.2% decrease from fall 1995 when merit workers numbered 2,245. Gender composition of merit employees differs by functional area, with higher percentages of women in clerical and non−organized groups and higher percentages of men in security and blue−collar positions. Racial/ethnic minorities accounted for 4% of merit staff in fall 2005, which was similar to the 3.9% in fall 1995.

While the number of faculty and merit employees declined from fall 1995 to fall 2005, the number of P&S staff increased. An increase in professional staff is a national phenomenon, but some unique factors at Iowa State also contributed to it: (1) emerging computer functions, (2) increased research activities, (3) shifting of advising from faculty to academic advisers, (4) hiring generalists in college support capacities, and (5) reclassifying merit positions into P&S positions.

The gradual decrease in the number of FTE faculty is a concern for administrators. The decreases seen in the late 1990s and leading up to 2004 are explained by opportunistic responses to budget reductions (i.e., attrition through retirement or resignation). We are now compensating through yearly and strategic reallocations. The decrease in the number of merit employees is due to increased technology and a decreased reliance on clerk typists and other clerical positions. Further, with an increase in automation and the number of electronic systems for data management that utilize self−service applications, even fewer clerical support positions are needed.

In order for Iowa State to provide high quality educational experiences and to meet future challenges it is essential to expand the diversity of people, ideas, and cultures, thus nurturing an environment in which diversity can thrive. Below are recent examples of efforts to achieve this goal.

In fall 2001 the University Committee on Women appointed a Task−Force on Data Analysis to examine issues of data collection and reporting on the status of women at Iowa State . The committee’s charge was to identify areas of strength as well as weakness in the annual reports of women’s status, and to lead the effort for developing and recommending a set of key indicators that could be collected annually to reflect the status of women at Iowa State. The University Committee on Women continues to review progress in this area.

In spring 2002, the President appointed an Advisory Committee on Diversity to advise him on actions the University can take to increase diversity among the faculty, staff, and students, elevate the importance of diversity issues on campus, and improve the campus environment for diversity.

In November 2004, the Provost sent a seven−person (faculty and administrators) Diversity Leadership Team to the “Keeping Our Faculties of Color” conference at the University of Minnesota.” This team will lead additional on−campus activities to improve retention and hiring efforts. This is one of several follow−ups to the Provost−appointed Taskforce Report on the Recruitment and Retention of Women and Minority Faculty (2003).

A spring 2004 survey examined the campus climate at Iowa State with specific attention focused on the climate for underrepresented members of the University community and perceptions of institutional actions regarding climate issues. This Campus Climate Assessment Project concluded that a majority of respondents, irrespective of personal characteristics, have been victims of at least subtle forms of harassment. The report concluded that future efforts should determine the effectiveness of the current University structure to address diversity issues in positively shaping and directing the campus climate. Recommended next steps include having the President's Advisory Committee on Diversity and other campus constituent groups collaborate on a strategic plan for maximizing equity at Iowa State. The President and Vice Presidents have incorporated the results of the campus climate survey into the “Implementation Plan for Diversity and Equity: 2006−2011.” Annual reports will be used to gauge progress on the plan.

Both the Provost Office and the Office of Equal Opportunity and Diversity have new diversity resources web sites.

Competitive compensation is essential for recruiting and retaining the best faculty and staff. The University monitors the competitiveness of faculty salaries through comparisons with peer land−grant universities as well as neighboring−state universities. Faculty salary trend analysis shows that Iowa State’s average salary was consistent with the average salaries of its 11 peer land−grant universities in 1998, with an index of 1.00 for all ranks combined. However, Iowa State lost ground in the seven years that followed; its faculty salary index for all ranks combined dropped from 0.99 in 1999 to 0.95 in 2004−05. A commitment to competitive salaries is one of the highest priority areas in the University’s new strategic plan.

The University also monitors the competitiveness of staff salaries by benchmarking against about 150 readily identifiable position titles. An analysis of staff salaries has shown that staff, like faculty, was competitively compensated in 1998, with an index of 1.00. Again, Iowa State has lost ground here over the last seven years; its staff salary index was 0.97 in 2004−05.

To assist in diversification efforts, the Provost’s Office has developed a new handbook on best practices in hiring. Together with the Office of Equal Opportunity and Diversity, the Provost’s Office provides additional resources to aid faculty search committees, department chairs, and deans in this important effort.

Iowa State has ongoing workshops for department chairs to assist them in recruiting and retaining faculty. Topics include creating an inclusive climate for faculty diversity. In addition, the University is instituting workshops for search committees that will help committee chairs run effective and efficient searches, recruit excellent and diverse applicants, conduct fair and thorough reviews of candidates, and eliminate inappropriate bias.

Iowa State has a mentoring program for new faculty members. It is currently under review by a task force asked to identify specific needs for best practices and mentoring under−represented faculty, and examine the feasibility and usefulness of mentoring beyond the university community, e.g., businesses, social structures, especially for women and underrepresented groups.

Faculty performance is reviewed annually and, at the same time, expectations for the coming year are determined. A central component of each annual review and the review for tenure/promotion is a written Position Responsibility Statement (PRS).

There is significant evidence that supports the effectiveness of Iowa State’s faculty. For example, early in 2004, all units were asked to provide updated information on national rankings, faculty/staff membership in the National Academies, significant awards received by faculty or staff, editorial activities, participation in or election to national or international panels and committees, and other professional activities. The report documents broad accomplishments across the university in these categories. A review of this report highlights the broad talents of the faculty and the significant efforts of colleges and units to enhance the institutional mission.

A Post−Tenure Review Policy was implemented in 1999. The PRS is also a component of the post−tenure review process. The process is seen by many as a productive tool that leads to good discussion and reflection on goal setting, productivity, and impact as well as a projection of future plans and activities. These reviews help to ensure that faculty are fully engaged with their responsibilities in scholarship, teaching, research/creative activities, extension/professional practice, and institutional service.

Iowa State is committed to fostering an appropriate balance between the personal/family and professional lives of its employees. A flexible career path for tenure−track faculty is an emerging need in higher education, and Iowa State has responded with a policy on part−time appointments for tenure/tenure−eligible faculty. Similarly, in an effort to support employees who are new parents, the University drafted an Arrival of Children policy. These policies, which reflect a significant trend in higher education staffing, are just two recent examples of the institution’s progress toward the goal of creating an environment where members of the University community can contribute fully to their profession while pursuing satisfying personal lives.

Iowa State recognizes the “graying of the faculty,” which is reflected in the increased average age of faculty and staff over the last decade. Baby Boomers are nearing retirement age, although many have expressed an interest in continued, flexible work arrangements over retirement. The Phased Retirement Program has taken on new importance. It will remain a valuable tool in managing turnover through retirement incentives that will allow some to leave, thus paving the way for the next generation of scholars, teachers, and professional staff.

The University is sensitive to the needs of dual−career applicants for faculty and staff positions and is committed to building upon its program for spousal and partner accommodations. The Provost’s Office in FY01 initiated a funding program entitled the “Academic Plan Pool.” Under this program, the Provost evaluates and funds requests from departments and colleges for the purpose of accommodating a spouse or partner of a prospective Iowa State faculty member. Spousal and partner accommodation programs will be of critical importance to the institution's ability to meet its goal of attracting and retaining the very best faculty and staff.