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Starting Points Building on Success Purdue University Calumet’s Strategic Plan 2007-2012

Starting Points Building on Success Purdue University Calumet’s Strategic Plan 2007-2012. Results from past initiatives inform future planning. Building Enrollment with Quality Initiatives. Success:. Raised admissions standards Attracted more minority students Increased enrollment overall.

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Starting Points Building on Success Purdue University Calumet’s Strategic Plan 2007-2012

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  1. Starting Points Building on SuccessPurdue University Calumet’sStrategic Plan 2007-2012 Results from past initiatives inform future planning.

  2. Building Enrollmentwith Quality Initiatives Success: • Raised admissions standards • Attracted more minority students • Increased enrollment overall

  3. Test Scores, One Indicatorof Enrollment Quality Success:

  4. MinorityEnrollment Success:

  5. Enrollment byHeadcount and FTE Success:

  6. Retention and Graduation Rate NOTE: Graduation rate reported reflects the entering cohort six years prior.

  7. Retention Initiatives2001-2007 Averages Success: *All undergraduates in program in fall and returning the next fall.

  8. RetentionInitiatives Success: NOTE: Number of years represent the length of time since program was implemented.

  9. A New Way to CalculateGraduation Rates Success: • ICHE seeks new approach to graduation rates • “Efficiency” rates focus on graduating students, not students’ time to graduation • Accounts for part-time students and transfers students

  10. A New Way to CalculateGraduation Rates Success:

  11. New ProgramsBuild Enrollments Success: • BA Human Development & Family Studies (2001) • BA Business (2002) • AS & BS Computer Graphics Technology (2003) • BS Electrical Engineering (2006) • BS Mechanical Engineering (2006) • BS Civil Engineering (2006) • BS Computer Engineering (2006) • MS Technology (approved BOT 2007) • 8 new degree programs (2001-2007) • 1 pending degree program

  12. ExperientialLearning Success: • April 2007: Purdue Calumet’s Faculty Senate approved experiential learningas a graduation requirement. Set quality standards for every experience. • October 2006: Purdue Calumet’s received a $1.7 million U.S. Dept. of Education Title III grant for faculty development and curriculum designin experiential learning.

  13. ServiceLearning CooperativeEducation DesignProject Experiential Learning Under- graduateResearch Practicum Internship CulturalImmersion Types of Experiential Learning

  14. CampusLife Success:

  15. Economic Development:Supporting Start-up Companies Success: • Purdue Technology Center:14 clients • Lilly Opportunities for Indiana: 94 interns placed in three years$380,000 supports students and companies to grow

  16. Centers andInstitutes Success:

  17. Centers andInstitutes Success: • WATER INSTITUTE • BP Project on quality ofLake Michigan water • Early warning system againstthreats to critical water systems

  18. Centers andInstitutes Success: • CENTER FOR ENERGY, EFFICIENCYAND TECHNOLOGY • Improve energy utilization • Reduce emissions and costs

  19. Centers andInstitutes Success: • NavOps • Science program for at-riskstudents in the region • HAMMOND URBAN ACADEMY • Urban Science and TechnologyCharter Academy

  20. -6.1% ContinuingChallenges The Future:

  21. Faculty and Staff SalariesBelow the Peer Mean The Future: • Faculty salaries far below meanof peer institutions • Purdue Calumet down 12% from mean in 2005; 15% down from mean in 2006 • State funding creates systemic problem • Need systemic solution

  22. GraduateEducation The Future: • 10-year enrollment decline (6.1%) • In ten years, university doubledthe number of degrees awarded • Limited number of programswith few new programs

  23. GraduateEducation The Future: • RECOMMENDATIONS • Track admissions and retention data • Encourage full-time graduate students • Conduct regional needs assessment

  24. GraduatePrograms The Future: • RECOMMENDATIONS • Increase financial support to students • Offer accelerated programs • Increase distance learning andweb-based coursework

  25. Our passion: Graduatingsuccessful students Support for working student What we are good at: flexibility and predictability in learning environment Our economic driver: serving Northwest Indiana Our HedgehogWorking Students The Future: Jim Collins, Good to Great

  26. Learning aboutWorking Students The Future: • Purdue Calumet students who workmore than 27 hours a week risk… • Withdrawing during the semester • Taking a semester off • And eventually droppingout of school all together

  27. WorkingStudents The Future: • 31% of the 21 and younger students worked more than 30 hours a week(Working Student Research, 2005 & 2007) • 11% worked more than 40 hours/week

  28. WorkingStudents The Future:

  29. WorkingStudents The Future:

  30. WorkingStudents The Future: • What we learn by interviewingworking students… • They have highly structured routines • The work to pay bills, but also for personal independence • They do not see work as having a negative impact on school. (Work is a given)

  31. WorkingStudents The Future: • THE INSTITUTION’S RESPONSE… • Support students with predictableand flexible learning environment • Be flexible in course deliveryweb-based learning tools • Be predictable in course scheduling to support students’ academic planning

  32. Strategic Planninghas Started The Future: • Environmental Scanning:Understanding our history and conditions for future planning • Getting our vision “right” seeing clearly where we want to be

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