Purdue University North Central Strategic Planning Document August Co-Chairs: James B. Dworkin and Silvia Lorente-Murphy

Transcription

1 Purdue University North Central Strategic Planning Document August 2001 Co-Chairs: James B. Dworkin and Silvia Lorente-Murphy

2 Strategic Planning Task Force Members Ken Andre (Chancellor s Advisory Board) George Asteriadis (VCAA) Daniel A. Burns (Information Services) Joseph W. Camp (Faculty) James B. Dworkin (Chancellor) - Co-Chair Joseph K. Goepfrich (Development) D. Carol Kurmis (Students) Jerry Lewis (Enrollment Services) Silvia Lorente-Murphy (Faculty Council) - Co-Chair William J. Mack (Faculty) Barbara Phillips (CSSAC) Stephen R. Turner (Physical Plant) Seventeen meetings have been held to date as well as many subcommittee meetings. Four open forums for faculty, staff and students have been planned. The Chancellor will also be presenting this material to several community groups. All meetings have been open to the campus community. Many individuals have attended these meetings and participated in the discussions.

3 Elements of the Strategic Plan Strategic Plan Concept Preamble Scope and Purpose Mission Statement Vision Culture and Core Values Goals and Strategies Assessment of Progress Financial Resources Peer Institutions Glossary

4 Strategic Plan Concept Taking PNC to the Next Level Student- Centered Campus

5 Glossary LEARNING Learning provides students with a quality education - one that is useful, enduring, and studentcentered and that embeds the basic goals of general education into all degree program curricula.

6 Glossary (continued) DISCOVERY Discovery provides students and faculty with opportunities appropriate to this campus to be involved in basic and applied research, the scholarship of application, or other creative endeavors.

7 Glossary (continued) ENGAGEMENT Engagement provides the mechanism to establish or redesign community-based partnerships to investigate current or future needs of an institution s constituencies.

8 Preamble Purdue University traces its roots to the Morrill Act of 1862, which assisted states in promoting the establishment of schools to teach agriculture and the mechanical arts. Purdue became Indiana's land-grant university by decree of the state legislature in Shortly after World War II, Purdue University began offering technical courses at extension centers in more than 40 sites around Indiana. The centers offered Purdue's complete freshman engineering program, as well as a twoyear technical institute. The Barker family mansion in Michigan City became the first permanent home for the LaPorte County extension center in 1948.

9 Preamble (continued) In 1962, Purdue University purchased 155 acres of farmland on Highway 421, a few miles north of Westville, as the site for a permanent campus to be named Purdue University North Central (PNC). The first building on this new campus opened its doors in the fall of 1967 with an enrollment of 1,200 students. By the year 2001, the campus had expanded to 275 acres with student enrollment approaching 3,500. PNC is one of the five distinct campuses in the Purdue University system.

10 The Strategic Plan for Purdue University North Central identifies measurable goals for the PNC campus over the next five years. It also contains strategies that will help the PNC campus community review and revise operational procedures to achieve these common goals. Although its scope is campus specific, this plan will be an integral component of the overall Purdue University system-wide strategic plan. Central to the purpose of the plan is the concept that it is a living document, designed to keep the campus community in a process of continual improvement. Scope and Purpose Purdue University North Central, a dynamic and diverse institution within the Purdue University system, is growing in many areas. Institutional growth requires sound management practices that match finite resources to those programs and services that best achieve the mission of the campus. A strategic plan builds the credibility of the institution by clearly defining a future direction.

11 Mission Statement Purdue University North Central is dedicated to providing access to exceptional educational opportunities and is committed to providing, assessing, and enhancing three elements fundamental to a great land grant university: Learning, Discovery and Engagement.

12 Vision In the next five years, Purdue University North Central sees itself: Expanding to a Bachelor s degree granting institution with selected Master s degree programs and with the retention or development of Associate s degree programs that meet the needs of the community. Improving the campus environment to include additional modern buildings, instructional technology, and sufficient property to support future expansion. Providing a lifetime learning environment for campus constituents. Developing collaborative partnerships with other educational institutions and within the communities served.

13 Culture and Core Values Purdue University North Central brings to its service region the national and international reputation of Purdue University with the environment of a small, studentcentered, public, liberal arts college. A high quality education, an exemplary learning environment, a caring atmosphere, and a safe, secure, and convenient campus are all hallmarks of this institution.

14 Goals and Strategies 1. Students PNC students will receive support and services that are critical to their needs as they work toward achieving their personal, academic and career goals. PNC will focus on managed growth through the recruitment, retention, and graduation of a diverse student body from the local region, the State of Indiana, and beyond. Strategies for meeting this goal: PNC will proactively address recruitment of students through development of: Student housing Improved transportation An improved communications network Partnerships with school counselors Partnerships with minority organizations and agencies

15 Goals and Strategies PNC will proactively address the retention of students through the development of: Improved online registration features A student activities master plan A student ethics statement NAIA athletic programs for men and women Centralized student services Improved academic advising options Mentoring activities PNC will proactively address the post-graduation needs of students through development of: Comprehensive career services center Improved alumni services

16 Assessment of Progress Students Measures of Progress : Satisfaction ratings of students Retention rates Graduation rates Public and private financial assistance Minority admission, retention and graduation rates Number of students involved in extracurricular activities Quality and quantity of student services Composition of enrollment Placement rates Alumni participation rates

17 Goals and Strategies 2. Academic Programs PNC will enhance and expand the degree programs at the Bachelor s and Master s level. The curricula will be subject to a continuous quality improvement process. Learning, discovery and engagement will be the focal points of the academic environment at the North Central campus. Strategies for meeting this goal: Increase bachelor s degrees to Complete campus academic autonomy process. Continue the development of degree programs using the continuous quality improvement process. Enhance qualified student recruitment and retention. Recruit and retain qualified faculty. Develop graduate degree programs appropriate for campus and region.

18 Assessment of Progress Academic Programs Measures of Progress: Number of BS/BA programs Number of graduate programs Enrollment Retention rates Graduation rates Conversion rates of developmental students to degree programs Satisfaction rates of constituents Accreditation of degree programs Number and quality of faculty publications Number of students participating in research Number of student presentations/publications Number of degree programs with functional assessment programs Number and quality of service learning projects

19 Goals and Strategies 3. Constituent Relations PNC will provide life-long learning opportunities that will enrich and engage the community. PNC will expand existing relationships and create new partnerships to expand our resource base, enhance positive perceptions of Purdue University, and provide opportunities for meaningful community involvement. PNC will work collaboratively with all types of educational institutions to ensure student access to higher education. Strategies for meeting this goal: Enrich student learning through service learning and community volunteer activities. Develop and implement executive training and continuing education opportunities to meet community demands throughout the region. Develop and implement a university-wide community relations plan. Seek additional private gifts and grants. Seek ways to partner with the Community College of Indiana, regional public universities, and private higher educational institutions on educational programs and information technology.

20 Assessment of Progress Constituent Relations Measures of Progress: Perception ratings of constituents Number and quality of continuing education/executive training programs Number and quality of public-private partnerships External funding for the campus Number of and participants in certification programs Alumni participation in funding campus/community service activities Quality and quantity of community services (outreach opportunities)

21 Goals and Strategies 4. Campus Environment The PNC campus will be recognized as a center of beauty, culture, science and the arts. PNC will provide facilities to support the needs of our academic programs, support services, and community initiatives. Strategies for meeting this goal: PNC will develop a Facilities and Grounds Master Plan. PNC will develop an Information Services Master Plan. PNC will develop a Cultural and Community Outreach Master Plan.

22 Assessment of Progress Campus Environment Measures of Progress: Accurate and regularly updated Facilities Master Plan that reflects and supports the anticipated academic needs of the campus Perception ratings of constituents Quality of library resources Quality and quantity of computer resources Quality of teaching classrooms and laboratories

23 Financial Resources INCREASE INCOME FROM ALL SOURCES TO FUND CAMPUS PRIORITIES 1. State Appropriations - Pursue increases in state appropriations for A) Increased enrollments B) Equity funding per FTE C) Public/private partnerships 2. Tuition - Increase tuition revenue based on A) Increased enrollments B) Competitive pricing with peer institutions 3. Private Funding - Increase private funding through enhanced development activity 4. Miscellaneous Income - Generate higher revenues from A) Sponsored programs B) Continuing education C) Commission income 5. Reallocation of Funds

24 Financial Resources (continued) FUNDING THE PLAN The campus has two major sources of revenue. State appropriations are 60.4% of the budgeted income while student tuition is 34.8%. The balance is made up of interest income of 2.3% and miscellaneous income which accounts for 2.5%. USE FOR ADDITIONAL RESOURCES SOURCE OF FUNDS 1. Quality Improvements State Appropriations/Tuition/Private Funding/Reallocation 2. Program Expansion State Appropriations/Reallocation 3. Scholarships Private Funding/State Appropriations 4. Higher Percentage of State Appropriations/Tuition/ Full-Time Faculty Reallocation 5. Classroom Building State Appropriations 6. Auditorium/Theatre Private Funding/State Appropriations 7. Recreational Facility Private Funding/State Appropriations 8. Student Housing Private Funding

25 Peer Institutions Indiana University East (Richmond) Pennsylvania State Altoona Southwest State University (Minn.) The Ohio State University at Lima Valley City State University (North Dakota) University of Minnesota Crookston University of Wisconsin Superior Campus Using data available from U.S. News and World Report as well as Peterson s Guide to Colleges and Universities, these campuses were selected as the peer group to which PNC will compare itself. As the plan is implemented and developed, these institutions may change.

26 Peer Institutions (continued) Peer institutions will be compared using the following data: Percentage of Full-time Faculty Number of Undergraduate Students Cost of Tuition and Fees Graduation Rates Number of Undergraduate Programs Number of Graduate Programs Diversity Annual Giving SAT/ACT Scores Faculty Salaries and Benefits Annual Operating Budgets Strategic Plan Technology Infrastructure Funding Sources Recreational Facilities Internships Assessment Programs International Programs Retention Activities Support Staff