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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
Metrics
- 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
Metrics
-
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
Metrics
- 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
Metrics
- 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
Metrics
- 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
Metrics
- Library
acquisitions
- Electronic
library and other information access services and usage
- Computational
and information technology improvements and expenditures,
and annual assessment of needs met
KEY
STRATEGIES SPECIFIC TO GOAL 1 — DISCOVERY
Goal 1 — Discovery: Achieve and
sustain preeminence in discovery
Create
incentives that encourage faculty productivity in research
and scholarship
Metrics
- 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
Metrics
- 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
Metrics
- Number
of participant researchers in interdisciplinary research
initiatives
Develop interdisciplinary research centers that can attract
substantial external funding
Metrics
- Number
of centers and sponsored funding per center
KEY
STRATEGIES SPECIFIC TO GOAL 2 — LEARNING
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
Metrics
- 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
Metrics
- 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
Metrics
- 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
Metrics
- 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
Metrics
- Number
of opportunities/programs and student participants
Continue
to implement an enrollment management strategy consistent
with University resources
Metrics
- 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
Metrics
- Number
of courses, programs, enrollments, and completions
Expand
opportunities for personal growth and leadership development
through cocurricular activities and student support programs
Metrics
- Number
of student participants in programs
KEY
STRATEGIES SPECIFIC TO GOAL 3
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
Metrics
- 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
Metrics
- 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
Metrics
- 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
Metrics
- 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
Metrics
- 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
Metrics
- 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
Metrics
- 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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