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Strategies and Metrics

A number of University-wide strategies will be employed to achieve the goals. These strategies are described in four sets — overarching strategies, and strategies specific to each of the three goals. Corresponding to each strategy, the key metrics have been identified in order to assess progress. The appropriate targets for the metrics will be specified separately since these may be adjusted over time based on progress achieved.

KEY OVERARCHING STRATEGIES (for all three goals)
The overarching strategies provide a general framework for the plan's goal-specific strategies and define the scope of University-wide initiatives that Purdue must design and implement in order to achieve the plan's goals. These strategies fall naturally into two groups: one involving human resources and the other encompassing physical, financial, and management resources.

In employing these strategies, the University looks toward:

  • Enhancing human and intellectual diversity to build a student body, faculty, and staff that reflect our society, while fostering a climate that values inclusivity and equity, assures respect for human dignity, and positions Purdue as a place of choice, of support, and of pride.
  • Enhancing flexibility and agility in the allocation and use of resources in order to respond effectively to change and to emerging opportunities.
  • Increasing efficiency and effectiveness through continuing self-assessment, quality improvement, and accountability to stakeholders.

Human Resources

Recruit and retain a diverse world-class faculty and staff for establishing and sustaining preeminent research and scholarship, learning, and engagement programs


  • Peer comparison of salary/compensation by discipline, rank, or job classification level
  • National academy/other prestigious memberships
  • Endowed professorships and chairs
  • Faculty and staff rewards based on accomplishments in discovery, learning, and engagement
  • Faculty and staff retention rates

Recruit and retain academically talented undergraduate and graduate students with exemplary support for them to achieve success


  • Standardized test score and high school rank percentiles, graduate selectivity by GRE, GMAT, etc.
  • Number of National Merit Scholars and the number of NSF fellows
  • Competitive graduate assistant stipend level by discipline and number and size of research fellowships
  • Financial aid per student and as a fraction of educational and general (E&G) expenditures; aid to underrepresented students (per student and as fraction of total aid)
  • Student indebtedness upon graduation
  • Evaluation of effectiveness of student services and information systems through periodic surveys

Enhance human and intellectual diversity among students, faculty, staff, and administrators along with programs of support for career development, retention, and success, and improved climate for diversity


  • Demography of faculty, staff, and students, shares of underrepresented populations, and retention rates
  • Investment of funds for diversity initiatives
  • Evaluation of campus climate through periodic surveys

Supportive Resources

Vigorously pursue financial resource development that acknowledges the importance of partnership and the interdependence of multiple funding sources


  • Appropriations, tuition, fee revenues per FTE student
  • Sponsored funding (total, and NSF data for sciences and engineering)
  • Private giving and endowment value
  • Revenues from licenses and patents
  • Focused resource allocations and reallocations

Maintain, improve, and creatively expand physical facilities in order to provide effective and responsive support and services and to provide facilities that foster student, faculty, and staff interaction and relationships


  • Expenditures for physical facilities and infrastructure
  • Renovations completed/deferred
  • Amount of space allocations for discovery, learning, engagement, as well as for collaborative interaction and activities for faculty and students

Enhance library and other information resources, and provide state-of-the-art computational and information technology resources supporting campuswide research, learning environments, and the business enterprise


  • Library acquisitions
  • Electronic library and other information access services and usage
  • Computational and information technology improvements and expenditures, and annual assessment of needs met


Goal 1 — Discovery: Achieve and sustain preeminence in discovery

Create incentives that encourage faculty productivity in research and scholarship


  • Research and development (R&D) expenditures as a share of educational and general (E&G) expenditures
  • Number of publications/citations
  • Sponsored funds per FTE faculty

Undertake cutting-edge and visionary initiatives that are promising as signature areas for achieving preeminence in research and scholarship


  • National/international recognition for signature area initiatives
  • National ranking of academic programs

Develop new means and incentives to improve internal collaboration in major research initiatives supported by seamless operational processes


  • Number of participant researchers in interdisciplinary research initiatives

Develop interdisciplinary research centers that can attract substantial external funding


  • Number of centers and sponsored funding per center


Goal 2 — Learning: Attain and preserve excellence in learning through programs of superior quality and value in every discipline

Increase faculty numbers and their participation in undergraduate instruction (while reducing reliance on graduate teaching assistants), and expand programs for faculty, graduate students, and professional staff to improve their teaching abilities


  • Shares of class sections and student credit hours taught by faculty
  • Number of formalized instructional improvement programs and participants

    Facilitate student learning through introduction of innovative instructional methodologies and integration of technology into instruction


    • Number of classes and classroom facilities demonstrating technology integration
    • Number and scope of innovations in instructional methodology

    Systematically conduct periodic program self-studies that assess learning outcomes and student success


    • Retention and graduation rates (years to degree for graduate students)
    • Graduates' career placement and advanced study enrollment
    • Number of doctoral degrees granted per year
    • Number of graduate students receiving honors and awards
    • Student learning outcomes assessed at the academic program level

    Develop and implement undergraduate curriculum strategies to ensure students' core competencies


    • Selection/development of courses to provide content for core competencies
    • Accommodation of courses in all curricula satisfying core competencies

    Expand student learning opportunities and increase student participation in service learning; undergraduate research; experiential, collaborative, and interdisciplinary programs; career development programs; Universitywide lectures; expert-in-residence programs; and study/work abroad programs


    • Number of opportunities/programs and student participants

    Continue to implement an enrollment management strategy consistent with University resources


    • Students-to-faculty ratio and undergraduate class size
    • Educational and general (E&G) expenditures per FTE student
    • Student credit hours (SCH) per FTE faculty
    • Gradudate enrollment

    Optimize learning opportunities (residential and distance education) in critical areas of demand that are consistent with the strengths of the University and the learning needs of an educated citizenry at the local, state, national, and international levels


    • Number of courses, programs, enrollments, and completions

    Expand opportunities for personal growth and leadership development through cocurricular activities and student support programs


    • Number of student participants in programs


    Goal 3 — Engagement: Effectively address the needs of society through engagement

    Develop an organizational structure for promulgating University efforts to engage key local, state, national, and international constituencies to increase community and economic development and quality-of-life endeavors


    • Evaluate effectiveness of operational structures through a survey of faculty, staff, and selected constituents
    • FTE faculty involvement in engagement activities

    Increase partnerships to enhance commercialization of research, entrepreneurial initiatives, support for startup companies, and assistance to the state and to business, industry, and agriculture


    • Number of license agreements and patents for technology transfer
    • Number of start-up companies
    • Number of regional technology centers
    • Number of partnerships

    Expand disciplinary and interdisciplinary initiatives that improve quality of life


    • Number of initiatives, number of disciplines, faculty and staff involved, and state, national and international recognition received
    • Record of technology transfer

    Strengthen preparatory education through enhanced, ongoing engagement with PK-12 schools, with special emphasis on reading, writing, math, and science


    • Types/categories and number of programs
    • Number of schools, school visits, and students served

    Educate, retain, regain, and retrain the workforce in targeted fields with skills necessary to build a strong state economy, and expand continuing education and lifelong learning opportunities


    • Graduates' career placement and retention in Indiana and in the state's key economic clusters
    • Enrollment in workforce and continuing education, and lifelong learning programs

    Develop and implement a vigorous program of internal and external communications designed to market the University and its graduates and enhance the impact of discovery, learning, and engagement


    • Number of companies/employers selecting the University as "recruiters' choice" for graduates
    • Appearance of University accomplishments and expertise in national and international media
    • Success in fundraising

    Enhance alumni relations by cultivating alumni interests, increasing communication, and involving alumni and patrons in University programs and with students and faculty


    • Number of alumni and patrons engaged in formal University programs
    • Number of alumni and patron interactions with students
    • Participation rate of alumni as donors to the University

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