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Howard Cohen, Chancellor

Howard Cohen, Chancellor. Strategic Vision. Position Purdue University Calumet to be a full-service, high quality regional university A resource for Northwest Indiana Commitment --High academic standards --For our diverse students --To attain success beyond graduation

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Howard Cohen, Chancellor

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  1. Howard Cohen, Chancellor

  2. Strategic Vision • Position Purdue University Calumet to be a full-service, high quality regional university • A resource for Northwest Indiana • Commitment • --High academic standards --For our diverse students • --To attain success beyond graduation • Support and challenge students • --Bridge the transition from college to career --To contribute in a 21st century world

  3. The Students We Serve • 9,800+ students • 580 “in residence” • 61% full time • 70% first generation (neither parent a grad) • 55% female • 35% minority (primarily African American and Hispanic) • 80% work more than 20 hours/week

  4. GOAL 1: Foster Engaged Learning • Implement Experiential Learning Requirement • Metric: Implement 2 course requirement for all baccalaureate students • Undergraduate Research • Metric: Increase participation 5%/year • Expand Global Engagement • Metric: International students to 10% • Metric: Grow study abroad 200% (100/year)

  5. GOAL 1 PROGRESS • Experiential Learning • Approved courses in all departments • 218 Community partners • 2,089 students enrolled 2010-11 • Undergraduate Research • Target: 850; Projected: 900 • Global Engagement • Study abroad target: 100/year; Projected 35 • International students target: 1000; Enrolled 613

  6. GOAL 2: Prepare an Educated Workforce and Citizenry for our Region • Grow enrollment to 10,500 • --Increase admission of targeted, well-prepared undergraduates by 15% • Increase graduate enrollment to 15% of student body • Job creation through Technology Center, Hammond Incubator, SBDC and E-Center • Consulting partner for Hammond Academy of Science and Technology

  7. GOAL 2 PROGRESS • Enrollment • Target: 10,500; Current: 9,800 • Graduate Enrollment • Target: 1500; Current: 1,143 • Job Creation • SBDC: 39 businesses, 279 jobs created/retained • Technology Center: 22 clients/58 employees/5 interns • Hammond Academy of Science and Technology • School opened successfully (Grades 6-9) • Curriculum development ongoing

  8. GOAL 3: Improve Student Success • Use technology to reduce barriers to learning • Metric: Use of on-line course management systems in 60% of courses • Reengineer the advising system • Metric: Standardize responsibilities, orient advisors, and assess student satisfaction • Improve retention and graduation rates: • --70% fall-to-fall retention --90% term-to-term persistence --30% six year graduation rate --51% graduation efficiency rate

  9. GOAL 3 PROGRESS • Active use of Blackboard • Target: 60% of courses; Current: 53% • Advising • Positions redefined; first orientation complete; pilot student survey scheduled • Student success metrics 70% fall-to-fall retention (69%) 90% term-to-term persistence (82%) 30% six year graduation rate (29%) 51% graduation efficiency rate (56%) Entering SAT improved from 980 (2001) to 1037 (2010)

  10. GOAL 4: Increase Support for Faculty and Staff Excellence • Maintain competitive salaries • Metric: Faculty at 100% of median for comparison group; other employees at 90% of median • Mentors for all untenured faculty • Metric: 100% of untenured faculty with mentors • Increase funds for professional development 10% • Metric: Dollar amount to be calculated • Increase funds for recognition 25% • Metric: $8,400 to $10,500

  11. GOAL 4 PROGRESS • Competitive Salaries • Faculty: 103% of CUPA median • Administrative: 93% of CUPA median • Mid-level: 99% of CUPA median • Hourly: 101% of CUPA median • Mentors for Untenured Faculty • 100% assigned • Funds for Professional Development • Baseline to be constructed • Funds for Recognition • Increased allocation from $8,400 to $10,500 • Programs in place

  12. GOAL 5: Develop a Vibrant Campus Community • Student involvement in campus life • Metric: Add 10 new sports • Maintain diversity profile reflective of service area • Student diversity • Faculty/staff diversity • Campus climate quality improvement • Metric: Implement survey recommendations • --Climate survey, employee satisfaction, customer service survey, evaluation survey • Facilities to support campus pride of place • Metric: Complete first stage of campus master plan

  13. GOAL 5 PROGRESS • Student involvement in campus life • Six new sports added • Diversity profile • Students: White 56%; Black 17%; Hispanic 16%; International 6%; Other 5% • Faculty/Staff Minorities: Faculty (28%), Professional (24%), Clerical (33%), Service (46%) Percent of employees: 30% • Campus climate quality improvement • Service Standards Secret Shopper • Dramatic improvement across the board (greet/treat/help)

  14. GOAL 5 PROGRESS • Facilities: Space Deficiencies

  15. Benchmark Institutions • William Patterson of New Jersey • University of Central Oklahoma • University of Michigan – Dearborn • Kean University • Southern University of Illinois – Edwardsville • University of North Carolina – Wilmington • University of Tennessee – Chattanooga • Kennesaw State (GA) • University of Southern Indiana • University of Wisconsin – Platteville

  16. Benchmark IPEDS Comparisons

  17. Aligning Annual Goals with Strategic Goals

  18. Aligning Annual Goals with Strategic Goals

  19. Summing Up….Foundations for Strategic Success • Experiential Learning • From “developmental “ to “mature” • Centers and Institutes • Grow external funding • Retention and Graduation • Continue trajectory of improvement • Faculty/Staff Quality • Remain competitive in recruitment • Facilities • Our biggest challenge

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