Comments on Strategic Plan draft, Aug. 30-Sept. 7
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.
Make sure college affordable
Somewhere in there it should mention costs and how the university will help make sure college is affordable for everyone.
Better starting salaries for graduates
Sir or Madam,
One of the priorities listed in ISU's Strategic Plan is:
Strengthen the undergraduate experience to enhance student success at and beyond Iowa State University.
I feel that one area that is critical to the future success of Iowa State University is increased starting salaries. Starting salaries are used as a method of rating universities, and an area in which Iowa State is a little weak.
I believe that one of the main reasons for this is Iowa State's tradition of attracting a large number of Iowa companies to recruit ISU graduates. This is hindering ISU's growth potential, and is based on the nostalgic traditions of ISU. Emotional reasons aside I can see few reasons to continue this tradition. We as Iowa State University students and faculty need to look beyond Iowa's borders for employment options. Iowa State needs to send graduates to Chicago and other metropolitan areas, which have more salary and advancement potential in order, to become a stronger institution.
Materials sciences important
I like the way the draft reads and don't have any suggestions for changes, but I would like to comment on one area. I'm glad to see the materials sciences as an important feature at Iowa State. I think the ties to Ames Laboratory and the research that goes on there are a huge strength of Iowa State and anything that helps support the quality of the people and quality of the education at Iowa State is a very important thing.
Contain costs, so students can focus
While I was very excited to see that there is a strategic and forward looking view to the total experience at Iowa State, I was very concerned and saddened that there was NO mention to controlling the ever increasing cost of tuition for students. This concerns me for so many reasons as a parent and as an ISU alum, but primarily because I feel that the college "experience" is greatly reduced when students are forced to have multiple jobs while in school in ordered to pay for the cost of tuition.
I was so fortunate that while I was enrolled at ISU, I was able to support my costs for college thru scholarships, summer employment and parental and additional aid. Had I also had to have found employment during my time there, I would have likely not been able to participate in one of the most enriching parts of my college experience; singing with the Iowa State Singers.
As a step-parent with a sophomore currently enrolled at UNI and two young boys at home (whom I hope to encourage to continue in the ISU tradition) the increasing cost of student tuition is MOST important to me. I know ISU will not falter in providing them a rich education, but only if they can afford to attend by the time 2018 rolls around. The focus on the quality of the "college experience" can not be a true focus if the individual student can not focus on his or her college career while attending. With tuition increases annually occurring at over 4-5 times the cost of regular inflation, this will never be an option.
I know that more and more students are looking at junior colleges as a cost containment option and then transferring into universities for the completion of education. In my mind that option takes away so much from the total college experience, and overall, I think it will hurt alumni gifting, as I think those students will feel less of an allegiance to the universities. I request that you please focus on cost containment before anything else as you look ahead to the future experiences for students. It will allow students to focus more directly on their college experience and academics and allow them to have fuller and more complete education. The rest of the agenda items on the strategic plan can not be accomplished with out this focus.
Thank you for the opportunity to voice my opinion. I hope that you take a strong look at realigning your strategic focus.
More space in residence halls
In enhancing the quality of life on campus I would recommend more living space for students in the dorms. I remember when I lived at Friley Hall that our room was cramped for 3 people. Thank you.
Pleased with direction
I am pleased with the direction the Strategic plan seems to be going.
I have worked my entire career in agribusiness, 23 years as director of research and development for the world's largest animal genetic improvement company, and 6 years as Executive Director of the farmer owned cooperative known as National Dairy Herd Improvement Association.
I have become increasingly aware that farmers and agribusinesses have lost confidence in Agricultural colleges as a source of information and research knowledge. Most Ag. faculty members have little information they can share with farmers and are unable to converse intelligently due to language barriers and the wide gulf between the needs of producers and the goals of the research being conducted.
Most production classes teach historical practices and produce graduates unprepared for operating a farming business.
Research funding earmarked for Agriculture has been diverted to basic science. Agriculture faculty are more interested in pushing back the frontiers of science than in turning the new discoveries into commercial applications.
I am pleased to see the priority on translating new discoveries into viable products and services. However, it is my experience that University patents impede rather than enhance successful business ventures, especially in Agriculture. This will likely remain true for as long as Agriculture remains heavily subsidized and unsuccessful farming businesses are maintained by government payments and low interest loans.
The priority on centers of excellence in areas where research programs are the best in their field is on target. I heartily endorse focusing research and teaching on areas of University strength, but it is my opinion that areas are not (or are not rapidly becoming) areas of strength should be eliminated.
Ensure education applicable to business world
I just read through your ISU strategic plan draft and below are a few comments:
Alumnus and former employee
Specify commitment to outreach
I appreciate the opportunity to read and comment on the first draft of ISU's Strategic Plan. As one who spent more than 30 years as a faculty member and administrator in Iowa State University's Extension program (plus other assignments during that time) and 10 years as Associate Vice President of University Extension at the University of Missouri you would expect me to have a strong interest in and some bias toward the outreach and/or extension function of land-grant universities.
I was always proud of Iowa's Extension programs and the people who worked in this function of the institution. I still am.
As I read the draft I was struck by the seeming reluctance to put the word(s) extension or outreach in this document. There is, of course implied commitment to this function, but in my years of experience at ISU and here at Missouri, unless one is quite specific about a commitment to outreach and extension, it is very easy for those with other agendas within and external to the university to assume, and even argue, that when resources are tight (which they almost always are) the priorities are everything but outreach/extension.
Specifically, the draft makes a commitment to "distance education." That is appropriate and commendable and recognizes the changes in learning technologies as well as the reality that many who need and desire additional education from Iowa State University are unable to be a "resident" in the traditional sense. But, let me suggest to you that the very notion of "distance" conveys an idea of separation between those who participate in distance education and the university itself. The word conveys something that is apart from everything else, not an integrated aspect of the university's overall mission.
I would respectfully suggest that some thought be given to using terms such as outreach (denoting that the university is reaching out, rather than establishing distance) or extension -- perhaps both in combination.
Well-rounded education extremely important
As far as feedback, I had a few comments. Although the SP naturally seems written in 'slightly too optimistic' language, it seems to be reasonably realistic in its goals and ideas. What I mean by 'slightly too optimistic' is that there will always be student (and faculty) that won't care about "can-do spirit", "enthusiasm", or "realizing their full potential". However, it does seem to set forth some realistic goals, which is commendable for the committee that drafted the SP.
"Diversity enlivens the exchange of ideas, broadens scholarship, and prepares students for lifelong participation in society."
I highly agree, and am excited by the fact that ISU will be focusing on this.
From my experiences with other cultures and people groups, I am a strong supporter of learning through this manner, and believe that it will broaden people's horizons and better prepare them for the world in which we live.
"wide range of fine programs and initiatives that are essential to a well- rounded university"
Having a wide range of different academic studies is extremely important.
Unfortunately I'm afraid that ISU may already be 'shooting itself in the foot' as it cuts small, and thus 'less important' programs.
"Improve the rigor and challenge of all undergraduate programs"
I do hope that ISU really means this. This is a lofty goal, and very important if we want a ISU diploma to have any significance. It has seemed that many programs are instead 'dumbing-down' so that more students can 'succeed' and graduate. This is detrimental to the health of the university, and although it may appear to make things better (improved numbers of graduation, more students being accepted into ISU, etc.), it will cause large problems in the future. In that sense, one of the next goals, "Increase the percentage of students from all backgrounds who complete degrees" seems to possibly go against the first goal. I agree that diversity in background is beneficial, but NOT at the sake of sacrificing quality of ISU's programs "with special emphasis on enhancing programs for high-ability students"
Another program/goal that is very important to the success of ISU as a center for higher learning. Again, programs cannot be 'dumbed-down' to reach out to people less able or less willing to do the work and learn. Instead, more options and opportunities for high-ability students must be created.
"Improve students' ability to communicate effectively.
Create an environment that welcomes students to explore a variety of specializations and career paths.
Increase the number of students who participate in experiential learning.
Enable seamless transfer of students from community colleges to Iowa State University.
Partner with Iowa schools to improve students' readiness for college with a focus on math, science, technology, and communication abilities."
All very important goals that I agree with fully. Experiential learning gave me much more than learning news facts, information, and methods. It allowed me to understand more of who I was and how that should translate into a full-time career.
"Leverage the university's areas of strength and the emerging needs of the state and nation to achieve preeminence in interdisciplinary research areas such as biosciences, materials sciences, and information sciences."
I think the emerging fields are proving to be extremely important. Biosciences are certainly becoming a huge field, and materials science and engineering is a field necessary for almost all other areas of industry and research. ISU needs to continue to support these programs with necessary resources to be at the very front of their fields in technology, information, and personnel.
"Provide for a well-rounded and lively learning experience on campus including opportunities for students, faculty, and staff to interact outside the classroom, lab, and office.
Strengthen efforts to create a community on campus and in Ames that welcomes people from diverse backgrounds."
Once again, a well-rounded educational experience is extremely important and I'm glad that ISU is focusing on this. Community is another, often-neglected aspect that is sometimes as important part of shaping someone during their college experience.
The core values also seem to be well written and focused. I'm wondering if integrity can be more specifically demonstrated in the values, as this seems to be a underlying basis for many of the core values.
Thanks for all your work in this!
Improving student communication skills good idea
I like the idea about improving student's communication skills and partnering with schools to improve student's communication abilities. I think that we need to encourage the schools to include a communications class that is not embedded in a section of an English class. Communication skills are the number one thing that employers look for, even over skill and knowledge. It is a very important aspect of learning and growing as a professional.
Include more global learning
I would love to see the inclusion of more global learning and international exchange in the strategic plan. It seems to improve the world and become world class, our students must learn about it and venture out into it.
Renew commitment to math education
I'd like to comment on ISU's role in K-12 mathematics education in Iowa.
In recent years, several faculty members with responsibilities in mathematics education have left ISU and the vacancies have not been filled. There is at present no tenure-track person in the Department of Mathematics whose main responsibility is K-12 or high school mathematics teaching. I understand that several persons in K-12 or elementary mathematics education have recently left the university for comparable positions elsewhere. I've heard several opinions expressed that they felt support was lacking at ISU for this important responsibility.
The widely acknowledged need for excellence among our K-12 mathematics teachers together with ISU's central location, its acknowledged stature in science and engineering, and its existing programs in mathematics education at both the undergraduate and graduate levels, argues for a renewed commitment to strong programs in mathematics education in both the College of Education and the College of Liberal Arts and Sciences.
Improve students' critical thinking
I would like to propose the addition of three words to the strategic plan, to be inserted into the second bullet point after "Goals" under the Priority: Strengthen the undergraduate experience . . . If this recommendation is accepted, the bullet point would then read:
Improve students' ability to think critically and communicate effectively.
Rationale: Critical thinking involves evaluating credibility of sources of information, developing a habit of asking for support for claims, developing abilities to identify hidden assumptions and misleading use of statistics, and so on. Fostering these skills and habits is a key benefit of a university education, and one that we should publicly proclaim as being among our most important goals. All of our students need help and encouragement in thinking critically. They will all need to be prepared for such matters as participating in politics, evaluating the claims of new diets, and deciding on investment strategies. Some, of course, will go on to be critical thinkers in intellectual disciplines. But there is evidence that even holders of advanced degrees need encouragement to transfer critical thinking skills to areas outside their specializations. Development of critical thinking is a crucial benefit that we can and do provide, and to which many departments contribute. This is an important matter that deserves explicit recognition and "billing" in the document that presents our university to the world.
Convey broader dimensions of service to state
I suggest that you consider some changes as you continue to work on this important document.
First, I applaud the emphasis that you put in your draft on the undergraduate experience but didn't find anything similar concerning graduate education. Graduate students are mentioned in passing in a section that focuses mostly on retaining the highest quality students -- both undergrad and grad -- faculty and staff. I would urge you to think again about this.
Second, are we a university for all Iowans or only for "outstanding" Iowa students? I don't believe the latter is in sync with our land grant tradition.
Third, your draft may leave the impression that faculty, staff, undergrads, and graduate students are important only insofar as they help us improve our research standing. We should care as much about the intellectual, emotional, and citizenship qualities of all our students.
Fourth, I have some concerns about the one dimensional nature of the references to ISU's mission to the state that come up in the priorities listed below. Our concern should not just be for the state's economic development. It will be an important challenge for you, I believe, to nail down language conveying the broader dimensions or our service to the state implicit in the term "quality of life."
Does quality of life, for example, include a responsibility for developing vibrant communities? achieving greater equity and social justice? assisting Iowa to become a more diverse place?
Fifth, a careful reader will notice the omission of the words "extension" or "outreach" anywhere. That's a big change from the current strategic plan! Besides patents and technology transfer which are not feasible for most ISU faculty and staff, how is a member of the ISU community to incorporate concern for the "quality of life" of Iowa into her/his position description? In the current draft it is just too easy for most of us to concentrate on the scholarship we do for our discipline and let someone else worry about Iowa's "quality of life." You have to show why faculty and staff will want to "own" these priorities.
Lastly, I suggest you consider carefully who should be the audience for whom the strategic plan is written. Besides the obvious ones -- members of the Board of Regents, prospective students and their parents, faculty and staff, and the broader academy -- try to write it also so it will speak to members of the Iowa Legislature and alums residing in small cities in the state. They are the ones who will want to know more specifically what you mean by enhancing Iowa's quality of life.
Add goals for grad students, celebrate teaching
Thanks to the committee members who drafted a concise, clear strategic plan! However, I do have a few items on which I would like to give input.
Put technology in context of human progress
As an operational document, your plan could be improved with discussion of strengths, weaknesses, opportunities and threats and other elements of a more traditional business strategy. However, I accept that your goal is more inspirational and I will comment in that spirit.
One of the recurring challenges for technical universities is the need to put technical progress in context of the other requirements for human progress: democracy and protection of individuals and their property, and institutions that protect open markets in goods and capital to implement technological change. I personally think that the rise of the Communist Party at Cambridge in the 30's, and that the Union of Concerned Scientists at MIT are examples of the results of weaknesses in putting technology into community context. I have made a few changes to your text that I believe could give ISU an advantage in efficient delivery of technology for society.
In the core values section, I added a reference to rational problem solving that should enhance progress toward consensus; acceptance of market institutions that should provide direction in our interaction with broader society; and a reference to efficiency, because of the importance of resource conservation.
A chance to go beyond NRC rankings
Share knowledge through outstanding learning-centered undergraduate, graduate, professional, and distance education programs.
Improve the rigor and challenge of all undergraduate programs with special emphasis on enhancing programs for high-ability students.
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.
Increase the number of faculty, staff, and students who engage in technology transfer and entrepreneurial
Define experiential learning
I think it would be helpful to have an ISU definition of experiential learning, since the concept is quite broad and could include studio projects, extension projects, and even traveling studios. For example, the College of Design's primary teaching pedagogy within the studio context is experiential in nature.
Or, as an institution, are we more interested in increasing student participation in internships or work experience relating to a major or career goal?
No reference to distance education
I see no reference to distance education in this draft. Is this by design or is it an inadvertent omission?
Offer best professors via Web classes
I was talking to another ISU graduate, (deleted), this weekend and he shared his idea as to how ISU can increase the quality of education and reduce the cost of a degree. I agree with his concept and would like to see ISU experiment with this idea. The concept that we would like to see explored would be to have the best ISU Professors offer Web Based classes that could be taken by students anywhere in the world. Using interactive teleconferencing on the Internet would allow ISU to reach a broader number of students with fewer quality Professors. Graduate students could help the professors grade papers. This concept is being used in many companies today to reduce management costs. The Internet courses would work best for liberal arts and business classes that do not require labwork. If there is lab required for the class, ISU could work with other participating universities to hold labs at their facilities. A student would go to a lab at the nearest University. With this approach, ISU could leverage from the best professors and increase the quality of education. Other participating Universities could offer classes as well. This concept could set up competition between educational institutions to offer the highest level of education as students would be able to satisfy their degree requirements by taking courses from the best Professors from multiple Universities. A student would declare a "home" university that would issue the degree. Advisors could be located within the "home University" or outsourced to a "Coordinating University" that would help students develop their degree requirements.
Seamless transfer of 'qualified' students
I strongly suggest that the 6th goal under priority 1 be modified to include the word "qualified", so that the goal reads: "Enable a seamless transfer of qualified students from community colleges to Iowa State University."
While this appears trivial there is a dramatic difference. Without this wording we could be painted into a corner of having our own strategic plan used against us when we attempt to prevent community colleges pressing for 2+2 programs. They would like students to have the opportunity to take Associates of Science degrees (not Associates of Arts) and directly transfer them into ISU.
Unfortunately, the AS degrees do not provide any general education courses and their "major" courses are 200 level. The CC's have tried to get us to allow students to substitute 200 level courses for the major and thus allow students to take their gen ed courses at ISU for a 4 year degree. Clearly, this isn't acceptable. The other alternative is to allow these students to take major courses at ISU and substitute their 200 level technical courses for gen ed courses. This also isn't acceptable, but the CC's really don't care. They have consistently pointed to programs at smaller (poorer quality) institutions who have accepted these kind of arrangements in order to pressure us. A small wording change could avoid a host of issues in the future.
Include Extension in plan
ISU is a land grant university and yet a key component, Extension is not present in your plan except within the concept of the founding ideas. If we are to strengthen the quality of life on campus and throughout Iowa, celebrate and promote accomplishments, strengthen student success beyond campus, and share knowledge, perhaps Extensions should be part of the strategic plan. Extension does help the "can-do" spirit permeate beyond campus throughout Iowa.
I read over the plan and think it looks really good. I should really help everyone on staff to focus since now everybody will know exactly what the university is looking for in the future. Keep up the good work.
Where is Extension?
I reviewed the draft strategic plan -- where is extension?
I think it should be in this statement "Share knowledge through outstanding learning-centered undergraduate, graduate, professional, and distance education programs."
I was delighted to discover that the proposed Strategic Plan was all of two pages: concise, clear, and direct. Thank you and all of those who participated in crafting this document!
After perusing the Plan and analyzing it from a number of different perspectives, I would like to suggest a few changes in the textual language that may strengthen the message and help us communicate our goals to the various constituencies across the campus and the state. Here are my recommendations:
Please consider my recommendations as friendly suggestions. I am fully aware of how difficult it is to create a strategic plan that will satisfy everyone and cover all bases, and I appreciate greatly the efforts and the process that produced the current draft. All of us want the text to be as perfect as possible, so I thank you for considering my remarks.
My comments on the 2005-2010 Strategic Plan have to do with the omission of mentioning Extension role's in this plan. I noticed phrases or sentences that sound like Extension; "applying knowledge", "experiential learning", "strengthen educational and assistance programs aimed at improving Iowa's economy and building a sustainable future", "working with Iowans to create and use knowledge", "interact outside the classroom, lab, and office", and "share knowledge with people throughout the state" used throughout the document. I believe these are the things that Extension does as the outreach component of the university. Maybe Extension's role is implied in the document using the above mentioned phrases and maybe as an Extension employee I'm sensitive to the omission, but I believe "Extension" could be used somewhere in the document. I would offer the suggestion that it fit under the "Mission" at the beginning of the document where it says "Share knowledge through outstanding learning-centered undergraduate, graduate, professional, distance education, and Extension outreach programs." OR "Share knowledge through outstanding learning-centered undergraduate, graduate, professional, distance education, and outreach programs." OR "Share knowledge through outstanding learning-centered undergraduate, graduate, professional, distance education, and Extension programs." Another place where Extension's role could be mentioned is under the "Priority: Enhance the quality of life on campus and throughout Iowa." Maybe Extension's mission of "builds partnerships and provides research-based learning opportunities to improve quality of life in Iowa" could be utilized. There are probably other places in the document to mention Extension's role in ISU's and Iowa's future. Extension has a presence in 100 county offices, local residents utilize those offices and put a face to ISU. I believe ISU's strengths include its strong Extension presence across Iowa. To accomplish everything mentioned in the strategic plan, I believe Extension can help meet those goals and should be mentioned as a part of the strategic plan.
While the plan lacks any details as to how any of the goals are to be accomplished I think they are worthy ones and directed in the right areas.
Needs more international vision
I think that it is commendable that you provide an opportunity for faculty and staff to comment on the draft of the strategic plan. This is an important document that, in its final form, will chart the path for the university over the next five years. It is appropriate, therefore, that those who have a vested interest in the institution and who care about this university should have an opportunity to share their thoughts regarding this direction.
As an aspiration, "Iowa State will become one of the world's leading universities in educating students and putting science and technology to work" is laudable. Unfortunately, this is the only place in the draft other than the Mission Statement (make Iowa and the world a better place...) where there is any reference to things international. While I like the outlined priorities and goals, I think that a world-class university needs an international vision, and I do not see this in the draft.
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. That success in these endeavors cannot be realized without a strong international base. I worry that this is my perspective and that many do not see the need unless it is 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.
I would urge you to consider adding a fifth priority focusing on international or, alternatively, infusing international into the priorities and goals you have already articulated.
I am very disappointed that the ISU Strategic Plan does not mention ISU Extension. Please remember that ISU is a Land Grant University and must follow its mission. The plan does elude to many things that Extension does, although it does not directly mention Extension. I would like to see extension mentioned in the plan along with teaching and research.
A doable plan
Taken as a whole it is a complete and doable plan if, everyone can be fired up and kept fired up while the plan is implemented.
I have one minor addition for the second commitment in the Core Values
a. Iowa State University faculty, staff, and students are committed to:
b. -- excellence in all we do,
c. -- responsibility and accountability in (and for) all our actions,
d. -- science with practice,
e. -- collaborative problem-solving,
f. -- the integration of science, technology, arts, and humanities,
g. -- a diversity of ideas, peoples, and cultures,
h. -- intellectual freedom, and
i. -- the opportunity for all to pursue a college education.
Find excellent teachers
Overall, the rough draft of the strategic plan looks great!
Regarding the first listed priority: I feel the goal "Improve the rigor and challenge of all undergraduate programs with special emphasis on enhancing programs for high-ability students" is an excellent way to achieve the priority. Additional enhancement to the undergraduate experience would come from finding professors that are excellent teachers. As an undergraduate, it is certainly more valuable to have a professor who excels at, and places emphasis on teaching, rather than researching. Looking back at my time as an undergraduate, it seems that nearly every professor in the engineering dept. does excellent research, yet only some are truly excellent teachers. The amount I learned from a class taught by a professor who is an excellent teacher is probably 150% more than a class taught by a mediocre teacher.
Regarding the second listed priority: I feel that this is the most important of all the listed priorities. It seems to be right on target with where the university should be headed in the next five years. In particular, the goal "Leverage the university's areas of strength and the emerging needs of the state and nation to achieve preeminence in interdisciplinary research areas such as biosciences, materials sciences, and information sciences" is an excellent way to achieve the priority. Materials sciences and biosciences are certainly two of the university's strongest areas, as well as two of the nation's most important.
Finally, I would like to thank everyone on the committee for all your hard work! I will look forward to reading the final version of the plan.
Articulate how we are unique
As a faculty member at ISU, I read and support your current draft. I think it is more balanced yet no less inspiring that our recent ones. I do have two question/reservations, though.
First - and foremost - as written how can we (ISU) articulate that we are unique from the University of Iowa? They want to do the same with their undergraduates. They are incredibly strong in the Biosciences that culminates in a top notch PhD's and MD's (i.e., they have science and application with patents thrown in). And they are significantly better at doing all of this then we are - at least if one is to believe the US News & World Report ranking system. Obviously we do since we highlighted it on our web page. UI is ranked 58 while we are 84. Thus, would not a topnotch high school senior or a potential graduate fellow decide to go to UI over ISU? And, why would the Regents/Legislature fund us when they can get more by funding UI, given our overarching goals are fairly redundant with UI's successes?
Second - and linked to number 1 - is there some way we can more bluntly articulate on what we are building? Our Colleges of Engineering, Veterinary Medicine, Agriculture and (dare I say) Family and Consumer Sciences collectively push us to the forefront. That's not to suggest LAS, Business, Design & Education are slouches. They are outstanding - but they also have to compete with all other public institutions as well as a bunch of private ones. Most saliently, who are our alumni that donate with the most generosity? Which colleges are they alumni? Will they feel slighted? I realize a Strategic Planning Committee member will think "Lee, missed this. "Biosciences" and "putting science and technology to work" are more inclusive euphuisms for engineering, veterinary medicine, etc." Yet will any non-ISU person read it that way? And isn't this document designed to clarify for non-ISU people where ISU is unique while also letting us at ISU know where to focus?
In closing, the key point I seek to make with this email is I support the draft although I encourage slight modifications. I wish you the best as you wrap this up.
High performance computing plan needed
Thank you for making the draft strategic plan available for review. It is my view, that the plan should include something like the following. To achieve these research goals many ISU researchers will need access to High Capacity, High Performance Computing. Therefore, a plan will be developed to ensure these computational facilities will be available.
Send your comments on the first draft of the plan to strategicplan by Sept. 17.