2008 Spotlight Colorado State University
In an era of tight budgets and diminished state support for higher education, there is a surprising optimism in the air at Colorado State University, perched in Fort Collins in the foothills of the Rocky Mountains. The faculty pulled in almost $300 million in research grants in 2007, up 11 percent in a year and up by almost half since Larry Edward Penley became president in 2003. CSU conducts extensive biomedical and energy research and is known for expertise on atmospheric science and water issues, not just for the citizens of Colorado but of the world. Across South Asia and the Middle East, government ministers in charge of water programs often have Colorado State diplomas on their walls.
That optimism is also due to the way that Penley, a former professor of management and business dean at Arizona State University, has gone about seeking new resources and opportunities for Colorado’s land grant university, which enrolled 24,000 students and had 1,450 faculty in 2006-07. As The Denver Post reported recently in a frontpage profile, Penley “is not often found at the state Capitol, beseeching legislators to provide more money.” Instead, he regularly turns up at business conferences on both coasts and at universities overseas, seeking to line up corporate investors and academic partners for Colorado State’s efforts to make and mine new discoveries in medicine, energy, and other fields. A clean, two-stroke engine developed by a Colorado State mechanical engineer has sharply cut pollution in three-wheeled Filipino taxis, and the technology is being used for clean cook stoves as well. The London-based Shell Foundation awarded a $25 million grant in 2007 to Envirofit International, a nonprofit spun off from Colorado State’s Engines and Energy Conversion Laboratory, to design and market 10 million clean stoves to poor families in India and other developing countries.
Internationalization—A Key Part of the Plan
Penley, who earlier in his career taught in Mexico and Venezuela, has made internationalization a key part of Colorado State’s strategy to reinvent itself for the twenty-first century. The university and its board of governors adopted in February 2006 a 10-year plan, Setting the Standard for the 21st Century: Strategic Directions. One of its goals was to provide students “with distinctive international experiences and broaden their exposure to today’s global challenges.” It elaborated: “We must dramatically transform our international emphasis to prepare students for life in an increasingly interdependent world. This can be accomplished through an enhanced curriculum, international research and scholarship, institutional partnerships, the presence of more international scholars on campus, greater participation in study abroad programs, expanded area studies programs, and events with global themes.”
“Colorado State is developing research ‘superclusters’ that seek to speed breakthroughs from the academic world into the global marketplace.”
The strategic plan also set ambitious goals for increasing “research and discovery” and made the case that addressing “global problems” must be part of the mission for a land grant institution in this new century. It explained, “For more than 100 years, America’s public research universities have served as the engines of research and knowledge creation that addressed the great challenges facing society. It is almost impossible in today’s world to overstate the importance of the research enterprise to economic prosperity and the quality of life for Colorado, the nation, and the world. With one-third of its budget devoted to research, Colorado State values scholarly excellence, and strives to set the standard in research, scholarship, and creative artistry as it addresses global problems with the capacity of a model twenty-first century land grant institution.
The most obstinate problems, the plan noted, “are universal to humanity,” from poverty to disease to the fragility of the environment. In the true land-grant tradition, Colorado State is seeking not only new answers, but ways to bring solutions to market and into people’s everyday lives. In addition to promoting interdisciplinary work, Colorado State is developing research “superclusters” that seek to speed breakthroughs from the academic world into the global marketplace. It chose research on infectious diseases for the first supercluster, and made cancer research and clean energy its next two targets. The work of each supercluster is led not only by a chief scientist, but a business executive—a chief operating officer—tasked with finding ways to quickly bring breakthrough ideas to market. While technology transfer offices are ubiquitous at research universities, the supercluster approach weighs the market potential while the research is still going on. Colorado State also created for-profit businesses to capitalize on its work.
The strategic plan laid out benchmarks for further internationalization, including boosting the number of international students on campus by one-third to 1,100 by 2010 and expanding study abroad opportunities so that a quarter of all students by 2015 have an international learning experience. “New targets for international students will require strong international recruiting and base funding,” it said. “Greater participation by students will require connecting campus programs with complementary programs abroad and expanding number of destinations. . . . Possible needs include faculty hires, enhanced language offerings, enhanced library support, and support of university global events.” It also envisioned offering short courses, study trips, and other formats beyond semester credit programs.
The hiring of a prominent international educator from Harvard, James Cooney, as Colorado State’s associate provost for International Programs, also served notice of the university’s plans to raise its international profile and activities. At Harvard, Cooney was executive director of the Weather head Center for International Affairs and served as dean of international programs at the John F. Kennedy School of Government. The political scientist also was the former chair of the Board of American Field Service Intercultural Programs, a former Fulbright scholar, and deputy director of the Aspen Institute Berlin. Cooney went to Austria as an AFS exchange student while attending high school in Indianapolis and after college taught English in Japan before getting his Ph.D. from the Massachusetts Institute of Technology.
In Colorado State he found an institution that not only shared his passion for international education, but was willing to put significant new resources behind the rhetoric. The strategic plan was all but complete when he arrived in January 2006. “The president said, ‘Jim, I want you to look at the final draft, and you’re one of the few who can still make changes,’” said Cooney. He made some additions, but found that Penley had already made certain that the final draft spoke to the importance of global issues in Colorado State’s work. “Then, as soon as the strategic plan was adopted, he said to me, ‘In the next six months I’d like to see a coherent internationalization plan from you.’”
A Distinctive International Niche
That led Cooney and his staff—the office staff increased from 20 to 26 since his arrival and the international affairs budget jumped 50 percent— to produce a 21-page CSU internationalization plan in October 2006 that mapped how Colorado State could carve a distinctive international niche. “Every major research university in the U.S. claims to be ‘internationalizing’ its campus, but few universities have a coherent approach to what this will involve,” the Cooney report said. It called for a more systematic approach to globalization and requested almost a half-million dollars in new funding to make that happen.
“In the twenty-first century,” it said, “land-grant universities operate in a global context, and they must evolve to serve as stewards for the well-being of the world’s population, reach out to all sectors of society at home and abroad, and make education an international experience.” It called for developing close partnerships with approximately 20 key universities, providing $80,000 in faculty development grants, and $50,000 for education abroad scholarships. It also envisioned establishing a steering committee for the internationalization plan composed of deans and vice provosts, and developing international studies into a formal major (225 students already concentrate in that area).
The ambitious internationalization plan further galvanized faculty and senior administrators already excited about the possibilities in the strategic plan. Lou Swanson, vice provost for Outreach and Strategic Partnerships, said, “Jim has created great excitement with his internationalization plan. He’s got a terrific vision. He’s the right guy at the right time for our reengagement in international affairs.”
President Penley and Provost Tony Frank added $220,000 to the base budget of the Office for International Affairs (“that means you get to keep it,” said Cooney) and promised additional support for a campus-wide international colloquium in 2009. Some other items on the wish list, including a possible school of international affairs, may become part of a capital campaign.
Key Institutional Relationships and Partnerships
“What the president is trying to do is put Colorado State on the map as a university at the forefront of applied research (and) entrepreneurial approaches to utilizing our research,” said Cooney from his office in Laurel Hall, one of the nineteenth century buildings on Colorado State’s historic Oval.
Already things are moving fast. International field experiences—faculty-led, short-term trips— nearly tripled in the past year to 30 projects. The number of students participating has shot up to 250, several times that of previous levels. CSU already has forged partnerships with such institutions as the Nehru Advanced Research Center in India, China Agricultural University, Universidad Autónoma de Yucatán in Mexico, University of Canterbury in New Zealand, and Saratov State University in Russia, and is exploring others.
“We are developing these thoughtfully,” Cooney explained. “A key institutional partner should represent an institution where we have at least three ongoing types of collaboration. So if we are working with the University of Canterbury in New Zealand, there will be some faculty working in biomedical engineering, some faculty in Antarctic research, since most of the expeditions get launched from there, and then some faculty in chemical engineering. It can build beyond that; there’s nothing restricted to three. But we’re trying to find connections where we can really say we are working at several different levels, and even if a certain professor retires or moves to a different institution, this partnership is likely to continue.”
These relationships are intended to go beyond the partnerships that exist on paper only. “Every campus suffers from this,” said Cooney. “You have faculty members who say, “I want to conclude an international memorandum of understanding with a researcher in Taiwan. I haven’t met him, but I had a good telephone conversation with him.’ Our job isn’t to say no, but we’re trying to set criteria for why some of the closer partners are more instrumental than others.” Cooney also convenes regular gatherings of faculty from widely varied fields to discuss their international projects and come up with ideas for novel collaborations, whether in the Netherlands or Saudi Arabia.
Global View of Land–Grant Mission
William Farland, vice president for research, arrived in Fort Collins in fall 2006 from a scientific career at the U.S. Environmental Protection Agency, where he was the highest ranking career scientist and worked on numerous international health and environmental projects. When interviewing for the job, he recalls that he stressed “the importance of science for a purpose and the application of science for problem-solving. Now I feel like I was preaching to the choir because this place values these activities so highly.”
Reagan Waskom, director of the Colorado Water Institute, and his research team are thinking more and more globally these days. “The Colorado Water Institute is not just helping farmers grow beets in Colorado. We have a global view of what a land grant mission looks like,” he said.
“Colorado State is known worldwide for the application of water management in a stressed environment. In Colorado, we’re a storm or two away from drought every year. What we learn about water stress—whether it be irrigation management or urban water supply management or environmental services—is translatable to the other water-stressed environments of the world,” said Waskom. “We take Colorado issues and can apply them globally. And it’s a two-way process. We learn from them as well. We’re at the point in most of the world where the available fresh water resources have been developed. Now, rather than looking for new resources, we’re trying to figure out how to share existing ones.”
Internationalization at Colorado State University involves the integration of traditional goals of an international office with the research imperatives of a twenty-first century land-grant university. It has quickly become a priority both for the vice president for research and among faculty from a range of disciplines. “Stay tuned for the next phase of our plan. We are just getting started,” said Vice Provost Cooney.