Comments on Strategic Plan draft, Sept. 17

These comments refer to Aug. 30, 2004, first draft the Strategic Plan for 2005-2010. The draft is very much a work in progress. Still to come in future drafts are strategies and action plans to achieve goals, and measures that will be used to assess success of those efforts.

Admin

Plan not properly focused

I wish to provide comments on the Plan from two viewpoints. First, I will briefly argue that the Plan is not properly focused. It could be focused on the outside or the inside constituents of the University. In fact, it is focused on neither, but instead a combination of the two. I feel that it should be focused on the outside constituents, and that we are missing an opportunity if we do not take advantage of the chance to do so. The comments on this angle for the Plan are limited because I feel you and the committee may be too far along on the current track to turn another way. The second set of comments is on the Plan, as it is, trying to make it better and more embracive of the a new future for the University.

Major Revision of the Plan

Here the opportunity is to make the Plan a document that speaks to the outside constituency. The time is right for such a Plan, just as the time was right several years ago for a Plan that addressed the culture within the University. The state is looking to the University for new ideas on growth and development. Why not make this Plan a document that addresses these issues, and the role that the University can plan in transforming the state -- something like " Leading the Strategic Transformation for Iowa" might be a good general title for the document? If you were to take this approach, a number of the statements would fall into place on the mission. For example, training students to meet the demands of a growing and transforming state, including a renewed emphasis on experimental learning and study abroad, research that sharpens the ability of the state to compete and makes that state a better place to live for those considering relocation, extension and outreach that places the University intimately with the goals of the state for economic development, good governance and a more attractive place to live. Advantages of the new focus are to give a definite direction in the claims that are made. Other advantages are:

• We would have a Plan that would make news among our counterparts and be copied by other institutions making similar plans. The version we have now will likely not be copied by others.
• A sweeping change for the University, something we can all get behind. Currently, the Plan seems to communicate that we are moving to a technical school with little room for those not involved in science and technology.
• A Plan that is congruent with the position of the President to go to an incentive-based budget system. We could leave much of the current version of the Plan to the colleges as they develop ways to support the general plan.
• Something that would set ISU apart from the rest of the institutions in the country that are developing strategic plans, and that l feel would put us in very good position for a run with the current BOR.
• The BOR is looking for something different from the Universities -- this could be it.

I could add more specifics, but I feel the idea is communicated with these bullets. If you decide to go in this direction, I will be pleased to be of help in ways you feel are useful.

Revisions to the Current Draft

• In the Mission, use the common names for the three missions: teaching, research and extension or outreach. There is no reason to be different, just for the reason of being different. What is gained here and in other places by just changing the terminology?. Are we not just wrapping the same concepts in different language?
• In the Aspirations section, make the appeal broader than technology. This relates to my earlier set of comments on the "major revision." There is more to making Iowa grow than science and technology, and this University has more to give. Do not sell ISU short.
• In the priorities, keep clear University-wide goals as the major focus. Leave the minor points to colleges and to other units. This goes for all of the priorities. Currently, we have a set of statements that we could add to or delete without much argument. Keep the priorities on points that are above the colleges.
• In the priorities we also see the inside vs. outside tension at work. Some of the priorities statements refer to inside work we have to do. Other statements refer to the outside constituency.
• Again we should use the words we are used to, not new ones for no apparent reason.
• The core values are a mix of pragmatic and more general statements. Core values should be cross cutting, like diversity and not science with practice. Again, let the colleges pick up on the more specifics of the values and keep the University plan on a broad level.

Thank you for the opportunity to comment on the Plan.

Admin - College of Design Executive Cabinet

A few suggestions

Mission

Iowa State University's mission is to create and share knowledge to make Iowa and the world a better place.

Share knowledge through outstanding learning-centered undergraduate, graduate, professional, and distance education extension programs.

Aspiration

Iowa State will be one of the world's leading universities in educating students and putting science to work and in educating students who are both technologically astute and culturally informed.

Iowa State University will be home to faculty, staff, and students who share a passion for discovery and for appropriately applying science and technology to make a positive difference. Their enthusiasm and talent will attract many partners from outside the university community. A "can do" creative entrepreneurial spirit will permeate campus as collaborators work together to find new ways to improve Iowa and the world.

Priorities and Goals for 2005-2010

Priority Increase the number of undergraduate, graduate, and research programs known as the very best in their field, particularly in areas where the university's strengths address critical needs and opportunities.

Goals

• Strengthen infrastructures and streamline processes that support research programs and scholarly pursuits.

Student Affairs Response

Division of Student Affairs Response

This "draft" strategic plan is a bold statement of change for Iowa State University. It departs from what we currently "are" and directs us to what we want to become. In journeying to what we want to become, the institution will experience bumps and turbulence. Those jolts may include the following: more likely a decrease in enrollment before any increase; emphasizing research over teaching and learning; treating the humanities as "service units"; and a lack of focus in becoming an international entity.

The "draft" strategic plan seems to be inline with the proposed uses of new revenue that we might receive over the next four years. The plan seems to emphasize biosciences and business, engineering and applied sciences, and research programs and economic growth (entrepreneurship, biorenewables, and food safety). While there was much debate in our cabinet about this specialized focus, several individuals expressed concern that the Strategic Planning Committee was not viewing Iowa State University as a wholistic entity. Do we have a plan in place to create safety nets for students that we recruit into engineering and business who decide to change their majors once they come to Iowa State University? Centers of excellence are important for attracting high ability students but is that the central focus for serving the needs of Iowa taxpayers? Are we being consistent when the strategic plan states that "the university remains committed to continuously evaluating, improving, and evolving all programs" while we review and eliminate low enrollment courses and programs?

There was a strong sense among the VPSA cabinet that we should examine adding a fifth priority focusing on the "international dimension" or alternatively, infusing internationalism into the curriculum. One could argue that by enhancing student success, by increasing the number of programs known as the very best in their field, and by achieving preeminence in translating new discoveries into viable technologies, the international dimension is implied. The success in these endeavors cannot be realized without a strong international base. This needs to be explicitly stated --- that students need to study abroad to compete globally when they graduate (even if they work in Iowa), that pushing the bounds of knowledge requires traversing political, linguistic, and cultural boundaries, and that to achieve preeminence means competing with the world's very best universities both in the terms of facilities and in attracting the best minds from around the world.

While diversity was implied in the document, there was a general sense or feeling that the strategic plan did not and would not include critical elements of the campus climate survey. The campus climate survey recommendations should be included in the strategic plan. "Each person who accepts membership in the university community must realize that membership obligates him or her, regardless of roles or responsibilities, to commit to and practice several basic principles of diversity: first, accepting one another; second, learning from one another; third, creating an atmosphere of positive engagement; and fourth, challenging bigotry" (Miami University Diversity Statement). People should understand that by entering this community they will change by having been here.

Finally, we must continue to position Iowa State University as a learning centered organization by strengthening our ties to academic affairs. In their statement to the Strategic Planning Committee, ADUP recommended that "students must be supported developmentally in ways that are consistent with the vast body of knowledge about how people learn and with their individual learning styles and abilities. The university must continue to strengthen a variety of learning experiences that supplement classroom instruction, including experiential learning, learning communities, leadership experiences, programs for high ability students, and research experiences." We must encourage, recognize, and support faculty and staff that are involved in learning communities, service learning, and student leadership development.

Memorial Union

MU Response

• Priority:
• Strengthen the undergraduate experience to enhance student success at and beyond Iowa State University.
  • Goals:
  • Involvement in Student Organizations and leadership development experiences enhances students' sense of civic responsibility and develops communication and organizational skills.
  • Professional student organizations provide students the opportunity to explore career choices before fully committing themselves to that academic pursuit.
  • Provide coherent and seamless collaborative programs between Academic Affairs and Student Affairs to identify and assist students who are encountering academic or personal difficulties.
  • Enhance the Volunteer Center with professional staff support and encourage academic credit for service/learning opportunities provided through the Volunteer Center.
  • Develop articulation agreements that clearly outline the pre-acceptance standards of Iowa State University with all community colleges within the state of Iowa and adjacent states.

• Priority:
• Increase the number of undergraduate, graduate, and research programs known as the very best in their field, particularly in areas where the university's strengths address critical needs and opportunities.
  • Goals:
  • Seriously assist dual career couples in career placement services for the spouse or significant other of the faculty and staff member.
  • Revere and sustain traditional programs such as VEISHEA, Varieties, Greek Life and events that enable ISU to stay connected with Alumni.

• Priority:
• Achieve preeminence in translating new discoveries into viable technologies, products, and services with a focus on fueling Iowa's economy and building a sustainable future.
  • Goals
  • Provide entrepreneurial opportunities for students to work with auxiliary enterprises on the ISU campus to manage identified retail services.

• Priority:
• The Iowa State University Memorial Union is a showcase of architecture, lectures, formal and informal events, national conferences (i.e. Odyssey of the Mind and National Order of the Arrow Conference), political debates, informal classes (i.e. the Work Space), traditions (i.e. the Four Seasons Fountain, the Zodiac, Varieties, Cyclone Idol, etc.), lifelong friendships/relationships (i.e. wedding receptions, memorial occasions, etc.) that enhances the quality of life for students and alumni on a daily basis.

• Priority:
• Enhance the quality of life on campus and throughout Iowa.
  • Goals
  • Encourage faculty to become involved in Learning Communities, advising student organizations, lecturing to student organizations on topics related to their expertise outside of the classroom and in other ways through a process that contributes to the tenure process.

Dean of Students

DOS response

Strategic Plan discussion - Priority -- Enhance the quality of life on campus and throughout Iowa.

• Suggested that FMLA, family care, partner accommodations and recruitment/retention of quality faculty/staff be part of the priority.
• Should -Ames be included as a goal.
• The word community needs clarification.
• The word welcome is not enough and could be replaced by support/develop.

Send comments

Send your comments on the first draft of the plan to strategicplan by Sept. 17.