Iowa State University
College of Agriculture and Life Sciences

Global Agriculture Programs

Strategic Plan for Globalization in the ISU College of Agriculture
2001-2005

Executive Summary

The Iowa State University College of Agriculture has had a long and distinguished history of involvement in international research, education, and development programs throughout the world. In addition to educating agricultural leaders from more than 100 countries, the College has completed major projects, often in partnership with USAID, in countries such as Russia, Ukraine, Poland, Hungary, the Czech and Slovak Republics, Zambia, Egypt, Peru, Costa Rica, Panama, and others.

In the early 1990s , the environment for global agriculture programs at land-grant universities changed. Agriculture has declined as a development priority for USAID precipitating a decline in federal funding available for traditional agricultural development work. Concurrently, we witnessed an increased globalization of trade competition, information availability, and awareness of the need to feed a growing world population while maintaining environmental quality. During this past decade, the paradigms of sustainable development and global trade have emerged. Employers of our graduates have demanded globally-prepared employees. Users of our services and products require that they enhance their ability to operate globally. Reactions to the globalization of trade cause us to consider how best to balance the social dimension of this trend.

With input from College Departmental Executive Officers, Center Directors, faculty, and from Iowa businesses, the ISU College of Agriculture has drafted a Strategic Plan (2000-2005) for global programs to respond to these environmental changes and to anticipate opportunities to which we can respond to improve learning, discovery, and engagement related to agriculture, natural resources, communities, and food systems.

In keeping with the increased focus on the global dimensions of agriculture, the International Agriculture Program office will propose a name change to Global Agriculture Programs. If approved, this name change would become effective in January, 2002. The new name will be used in this planning document.

The global mission of the College of Agriculture is to globalize learning, discovery, and engagement to serve the people of the state, the nation, and the world. The following table displays the strategic plan for globalization in the College of Agriculture in summary form.

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Globalization and The College of Agriculture Strategic Plan, 2000-2005

ISU Goal #1
Learning		 ISU Goal #2
Discovery		 ISU Goal #3
Engagement
SUBGOALS Improve the global dimensions of learning experiences for undergraduate and graduate students to prepare them for careers in a globally interdependent world. Strengthen faculty and staff capabilities to engage in the global dimensions of discovery in their fields. Promote global education in the State of Iowa as a prerequisite to economic development related to international trade and marketing.
STRATEGIES
  • Faculty led study courses
  • Semester exchanges
  • Independent research and internships
  • Provide variety of study abroad programs (length, location, etc.)
  • Presentations to student groups
  • Globalization across the curriculum
  • Attract international students to study abroad
  • Faculty and staff development traps
  • International research seed money
  • Integration of domestic and international research agendas
  • Extension staff development trips
  • Producer/processor study tours
  • International visitor program
  • International technical short courses
  • Establish partnerships with colleges and universities abroad
  • Increase work with NGO's
MEASURING PROGRESS (Benchmarks) Students Abroad: 40% of the graduating class of 2005 will have worked or studied abroad.

Curricula: International content infused into existing courses

International Students in Ag:
Year: 2000
Undergraduates: 32
Graduates: 191

Year: 2005
Undergraduates: 50
Graduates: 210
  • College organized faculty/staff development trips for 8 faculty/year
  • 20 international research seed money grants/year
  • International collaborative grants and projects involving 30% of faculty by 2005
  • 5 Extension staff will go abroad each year
  • 1 producer/processor trip/year
  • Host 300 visitors/year
  • Short-term training of groups and individuals (CIAF, Seed Science, MERC) (No. is variable)
  • Develop links with one new NGO/year
FUNDING THE PLAN Annual Amounts:
Colleges/IAHEES
$100,000 scholarships
$100,000 salaries

Private Donations* $50,000

Student Payments
$300,000

ISU (CIP/SAEC)
$30,000

*private fund raising priority 		Annual Amounts
College/IAHEES
$50,000 grants
$100,000 salaries

Private Donations
$20,000

Grants
$25,000

ISU-FTG
$10,000		 Annual Amounts
College/IAHEES
$40,000 supplies/services
$100,000 salaries

Private Donations
$20,000

Grants
$10,000
ISU-Extension
$5,000


What is Globalization

Internationalization and globalization are frequently used interchangeably. The term "internationalization" often creates the impression of the U.S. and the rest of the world as separate and distinct. The term "global" suggests a view of the world in which the U.S. is an integral member of a global community. Issues confronting society are truly global, including the environment, food systems, trade, development, and communications. For the purposes of our work, the term globalization will be used most frequently as it connotes a trans-national view of a world in which we are active participants. Yet globalization, as a term, has considerable baggage in the aftermath of WTO talks held in Seattle in 1999, the failure of some aspects of NAFTA, and the social fallout from these efforts to manage trade. In the March, 1999 IFPRI "News and Views," several other dimensions of "globalization" were addressed. Keith Bezanson, University of Sussex, stated that:

". . .globalization entails first the integration of trade through the removal of trade barriers. A second feature would clearly be the vastly increased mobility of capital, again through the removal of barriers. A third feature would be the speed of technological change and diffusion both as a cause and a consequence of the above two factors. A fourth feature involves a generalized rise in global consumerism, spurred by the power of information and communication technologies that are now penetrating small towns and communities even in quite poor countries." (IFPRI, 1999)

For purposes of this strategic planning document, globalization will be used to describe the notion of an expanded world view. Susan Berresford, President of the Ford Foundation, describes a view of globalization consistent with the view embraced in this plan.

"Globalization describes the rapid and accelerating worldwide movement of technology, goods, capital, people, and ideas. The term reflects a more comprehensive level of interaction than has occurred in the past, suggesting something different from the word "international." It implies a diminishing importance of national borders and the strengthening of identities that stretch beyond those rooted in a particular region or country." (Berresford, 1998)

Globalization of College of Agriculture programs will mean the incorporation of global content, materials, activities, and understandings into curriculum and programs to increase their quality and relevance in a complex and interdependent world (modified from a statement by Washington State University, 1997).

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The Planning Process

A strategic planning subcommittee was formed to develop the globalization component of the strategic plan of the College of Agriculture. The subcommittee was composed of Drs. Klonglan, Nonnecke, Goggi and Acker. The committee brought together ideas from the 1998-2001 Plan for Globalization in the College of Agriculture, the 2000-2005 ISU Strategic Plan, the 2000-2005 ISU College of Agriculture Strategic plan, input from stakeholders, and an assessment of external and internal environmental factors.

Environmental Assessment: External and Internal Factors

Both external and internal factors influence the environment for international agriculture programs. Recent and dramatic changes in these factors warrant regular review to ensure that our strategic plan positions us to take maximum advantage of opportunities.

External Factors

  1. Globalization of trade and competition in agricultural commodities and food.
  2. Demand by employers for graduates prepared to work effectively in a global economy.
  3. Decreased federal funding for international agricultural development programs.
  4. Policy shift among international funding agencies toward support of collaborative programs between developed and developing countries.
  5. Global connectivity through advances in communication technology.
  6. Global cooperation needed to ensure access to essential scientific expertise, genetic material, and growing conditions for off-season nurseries found outside of our country.
  7. Environmental and health problems that have a global impact (global warming, oceanic pollution, diseases, etc.).
  8. Many of our peer institutions in the United States and abroad are significantly ahead of us in terms of the number of students participating in study abroad experience and the length of those experiences.
  9. The Globalizing Agricultural Science and Education Programs for America initiative of the NASULGC Board on Agriculture has introduced a paradigm based on the integration of a global dimension into research, teaching, and extension.
  10. Public concern about the negative impacts of globalization of trade, capital, and information.

Internal Factors

  1. Growing recognition among ISU research, extension, and teaching faculty of the importance of engaging globally for the benefit of stakeholders and for purposes of professional development.
  2. Growing number of ISU students studying abroad and the efforts of the College of Agriculture to prepare responsible world citizens able to work globally.
  3. A shift in emphasis away from international development activities and toward mutually beneficial international partnerships (mirrored at the national level), including those that contribute to the advancement of science and to economic development in the state.
  4. Shrinking size of ISU international agriculture project portfolio due to reduced federal interest in and funding for international agriculture programs.
  5. ISU efforts to redefine the land grant mission for the 21st century that involve a rethinking of the global context in which universities will operate and the importance of international programs.
  6. Erosion of ISU faculty strength in international agriculture with the retirement of senior faculty who had opportunities to live abroad while participating in multi-year assignments on USAID development projects. There are currently fewer opportunities available for junior faculty to obtain significant (long-term) international experience.
  7. Increased numbers of ISU faculty/staff members from other countries who can contribute their international connections toward strengthening the College's international programs.
  8. Increased efforts at ISU to create a university environment in which cultural diversity is considered a strength.


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Vision for a Global College of Agriculture

To serve society well, the College of Agriculture aspires to be the best institution of its kind in the United States. In the years ahead, being "the best" will require the College to be fully engaged globally in all of its pursuits. The College of Agriculture is dedicated to pursuing research in a global context, educating students to work effectively in a global economy, and serving extension clientele by engaging with them in a manner that facilitates connections to global opportunities. This will help to ensure that the College offers world-class, top-quality, relevant programs to serve the people of the state, the nation, and the world. The ISU College of Agriculture will be one of the first institutions of its kind that people mention when they are thinking about the key words "agriculture," "higher education," and "global."

Mission

The global mission of the College of Agriculture is to globalize learning, discovery, and engagement to serve the people of the state, the nation, and the world. The College of Agriculture strives to achieve this mission by improving the global dimensions of student learning, strengthening faculty and staff capabilities in discovery through international involvement, and promoting economic development and global education through effective engagement with clientele.

Guiding Principles and Definitions

  • To be the best land grant College of Agriculture in the U.S. requires that we become a global College of Agriculture.
  • Global programs must not be a stand-alone operation with its own set of programs and projects. It needs to be fully integrated into the three main functional areas pursued by all faculty, staff, and students, namely research, teaching, and outreach.
  • College of Agriculture global programs need to be responsive to the needs of students, particularly their future needs as community leaders in a global society, as employees in a global economy, and as global entrepreneurs.
  • Global program directions need to be set by faculty and the administration.
  • Global programs must work to address the well-being of the citizens of Iowa.
  • Global programs in the College are most successful when we cooperate with other colleges at ISU and other partners in the US and abroad.
  • Given the size, history and strength of international programs in the College of Agriculture, we need to provide special leadership and assistance to ISU globalization efforts at the university level.


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Priority Goals and Strategies

These priority goals and strategies are designed to be integrated, complementary, and mutually reinforcing. For example, faculty who participate in an international faculty development experience are better prepared to cooperate with colleagues abroad to add an international dimension to their research which can better inform their teaching and outreach. Such faculty are also better prepared to develop and lead study abroad programs for students. Global programs in the College of Agriculture combine our priorities of service to students, commitment to high quality science, service to Iowa citizens, and our commitment to international development to improve the well-being of human kind.

Goal 1: Improve the global dimension of learning experiences for undergraduate and graduate students to prepare them for productive careers and lives in a world characterized by global interdependence and to promote a greater tolerance of diversity through exposure to different cultures.

Strategies

  • Develop and promote study abroad opportunities including short-term 1-4 week trips led by faculty and longer term (semester- and year-long) programs established by IAP. Goal: 40% of the class graduating in 2005 will have had an international work or study experience.
  • Develop and promote international service learning, research, and internship programs in partnership with agribusiness, government and non-governmental organizations, and foreign institutions.
  • Promote opportunities for graduate student research overseas through identification and dissemination of information on funding opportunities.
  • Encourage and support the International Ag Club and the participation of other clubs in international activities. Goal : 20 students per year will participate in the club.
  • Support globalization of curricula through the conduct of workshops, teaching classes, and other means.
  • Promote and advertise the international ag secondary major and minor.
  • Promote language study among students through advising contacts.
  • Attract international students to study at our college. Goal: 260 international students studying in our college by 2005.
  • Represent the College on the Study Abroad and Exchange Committee.

Goal 2: Strengthen faculty and staff capabilities to engage in the global dimensions of discovery in their fields.

Strategies

  • Provide professional development opportunities including early career study tours for faculty and staff. Goal: 8 faculty and staff participating each year.
  • Maintain faculty/staff mini-grants for globalization. Goal: 20 grants per year.
  • Advise faculty on internal and external funding sources.
  • Promote ISU institutional support for faculty/staff involved in international programs.
  • Strengthen links to International Agricultural Research Centers on an institutional basis to encourage joint research.

Goal 3: Engage with State of Iowa clientele through global as an enabling step in the economic development process.

Strategies

  • Promote faculty/staff development study trips and workshops for personnel involved in outreach. Goal: Send 5 extension faculty/staff abroad each year.
  • Develop international study trips for Iowa agricultural producers and processors. Goal: One trip per year.
  • Host international visitors who have a genuine interest in our programs. Goal: Maximum of 300 visitors per year.
  • Conduct short courses for international audiences that bring them in contact with Iowans. The number is variable. Centers such as Seed Science, International Agricultural Finance, Agriculture and Rural Development, Meat Export Research, and others will be the leaders of these activities.
  • Promote links to producers and commodity associations related to their international interests.
  • Participate in trade missions linked with research and extension (joint private sector/academe).
  • Establish strategic partnerships with universities, governments, and non-governmental organizations in the U.S. and abroad.


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Geographic Considerations

College of Agriculture faculty, staff, and student interests literally span the globe. It is intended that these connections and interests will grow in a College environment that strongly supports international engagement.

However, a small number of geographically targeted institutional initiatives are essential if the College is to respond aggressively to develop a critical mass of contacts, interactions, projects, and linkages in countries with particular potential for science and education exchange, and in the interest of economic development of Iowa. Approximately 50% of the resources that flow through Global Agriculture Programs will be utilized to promote programs in the countries of the Pacific Rim. Given that China, Japan, Mexico and Chile were identified as top priorities by Iowa businesses and by College faculty and administrators, a Pacific Rim initiative provides the best opportunity to focus the efforts of the College on a world region. In addition, the focus on the Pacific Rim will bring us more in line with MIAC priorities in Mexico. A concerted effort will be made to increase faculty, staff, and student exchanges, contact with ISU alumni, expansion of agreements, increased grant activity, and expanded involvement with agribusiness operations in this region. Taking into account that relations between and among nations are dynamic, a regional focus, as opposed to a single country focus, is deemed advisable. For purposes of this plan, the Pacific Rim would include countries in Asia, Latin America, and Australia/Oceania.

Role of the Office of Global Agriculture Programs

The Office of Global Agriculture Programs is responsible for leading the planning and implementation processes associated with international programs in the College of Agriculture. However, the office is a facilitating body, not an implementation agency. The office is dedicated to helping faculty, staff, students, and citizens to pursue the global dimensions of their fields.

The implications of the Strategic Plan for the Office of Global Agriculture Programs are significant:

  1. Increase staff and financial resources to support expansion of programs focusing on Asia/Pacific Rim countries.
  2. Increase staff and financial resources to support study abroad.
  3. Increase staff and financial resources to support faculty research and faculty/staff development programs.
  4. Increase staff and financial resources to support engagement with Iowa clientele.
  5. Decrease staff and financial resources associated with lesser priority activities.

Measuring Progress

The Office of Global Agriculture Programs will be responsible for developing specific annual plans and for developing annual reports of progress. Key indicators of performance will be identified in the annual plans and reported on in the annual report. The Global Agriculture Programs Faculty Advisory Committee will review the annual plans and reports and provide direction to the Director of Global Agriculture Programs. Through this mechanism it is intended that an improved process will allow for a balance between administration and faculty in determining the direction of international programs in the College.

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