Iowa State University: Office of the President


The Strategic Plan for 1995-2000

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University-wide strategies to achieve goals

(Click below to go directly to specific strategies.)

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 participa-tion 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.

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Office of the President, president@iastate.edu
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URL: http://www.iastate.edu/~pres_info/2000/strategies.html