1 / 19

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

kemal
Download Presentation

Howard Cohen, Chancellor

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  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

More Related