Purdue University Calumet
2001-2006 Strategic Plan
Final Update
Report to the Board of Trustees
October 30, 2007
Howard Cohen, Chancellor
STRATEGIC VISION:
Retain and graduate more students,
Become a full-service regional university, and
Be a leading partner in regional economic development.
GOALS:
I.
II.
III.
IV.
Improve student success.
Promote Faculty and Staff Excellence
Develop a High Performance Learning Environment
Expand Partnership Role for Advancing Regional
Economic Growth
ACCOMPLISHMENTS:
Goal I – Student Success
Enrollment Growth – Quality Improvement - Diversity
Retention:
Retention and Graduation Rate
70%
62%
64%
64%
64%
60%
62%
23.0%
24.0%
60%
50%
40%
30%
21.0%
21.3%
23.6%
20%
10%
15.5%
0%
Fall 2001 Fall 2002 Fall 2003 Fall 2004 Fall 2005 Fall 2006
Retention
Graduation
NOTE: Graduation rate reported reflects the entering cohort six years prior.
Success—Retention Initiatives
2001-2007 Averages
Program
Honors
Best & Brightest
Scholarship
Fall to Fall Retention*
95.8%
80.92
Student Employment
Supplemental Instruction
Freshmen Seminars
Academic Recovery
Program
77.2
75.0
69.2
55.2
*All undergraduates in program in fall and returning the next fall.
Source: Office of Institutional Research
New Academic Programs
• BA Human Development & Family Studies
(2001)
• BA Business (2003)
• 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)
Experiential Learning
 Two course requirement approved for all entering
baccalaureate students beginning Fall 2008
 $1.7 million grant secured from Department of Education to
implement requirement
International Students
Increased from 87 in 2001 to 387 in 2007
Campus Life
 University Village: Constructed and filled first student
housing. Phase 2 approved for Fall 2009 opening.
 Student Health Center: Opened January 2006.
 Peregrine Express: Established demand response bus system
Fall 2006
 Intramurals: Intramural programs have increased 30% in two
years; in two years, participants increased 15%
 Student Programming: 463 events and 16,665 participants
 Student Convocation: Held first ever student convocation
Fall 2007.
Goal II – Faculty and Staff Excellence
Percent of Full-time Faculty
2001
2003
2004
57.99
59.17
58.44
2005
57.53
2006
55.60
Source: IPEDS
New Faculty Positions: 8
Named Professorships
 White Lodging Professor of Hospitality and Tourism
Management
 Nisource Charitable Foundation Professor of Energy and the
Environment
 Thomas Ray Crowel Professor of Science and Technology
Education
 Thomas McDermott Professor of Entrepreneurship
 Meyer Family Foundation Professor of Water Quality and
Security
Faculty Salaries
 2006: 15% below mean for peer institutions
 2005: 12% below mean for peer institutions
Staff Salaries
 Staff salaries--98% of mean for Midwest Regional
universities
 Staff salaries--87% of mean for Illinois employers
Faculty/staff Diversity
 2006 Faculty and staff diversity is 19% of population
 2006 faculty and staff female population is 58%
Faculty Development
 Faculty mentoring program
 Development of teaching evaluation process
 Summer Institute on Teaching Excellence
Supervise for Success
 Delivered 68, two-hour classroom based modules to target
audience of 128 supervisors
 Assess impact on organization by measuring
turnover, faculty and staff satisfaction, grievances and
formal complaints, and the incorrect implementations of
policies or procedures.
Assessment
 Academic Program Review Process now includes student
learning outcomes
 General Education Assessment pilot completed. Faculty
Senate oversight of this process now in place
Accreditation/Academic Quality Improvement Program (AQIP)
 Successful April 2007 Visit by Higher Learning Commission
 2007-2008 Reaffirmation of Accreditation
Goal III – High Performance Learning Environment
 Implemented a faculty certification program for teaching via
distance education. 30 faculty certified to date.
 Academic Learning Center: Opened 20 classroom facility in
Merrillville. Serves 1000 students per semester.
 Learning Commons: Opened a 90 station computer
lounge/study area equipped with state-of-the-art technology.
 E(lectronic) Classrooms: 62
 Electronic Catalog: Put course catalog on-line and on CDs to
replace paper copies
 Emerging Technologies Building: Architectural and
Engineering funds of $2.4 million approved for campus
budget
 One Purdue: Implemented HR and Financials
 Facilities Upgrades
 YJean Chambers Hall –converted underused
space into a 120 seat performance space
 Gyte Building – upgrades to HVAC and building
envelope
 Calumet Falls – upgraded student lounge and
study space
 Outtakes – converted underused space into a
convenience store
 Student Health Center – converted underused
space to establish a health center
 Campus Master Plan: Ongoing consultation with Sasaki
Associates
Goal IV – Partnership for Economic Development
 Purdue Northwest Indiana Technology Center:
o 14 clients, 5 non-technical tenants (IEDC, Schneider
Const., RDA, TAP and SBDC), 6 affiliates, 10 current
prospects
o Federal funding for 12,000 square foot addition
committed
 Hammond Business Incubator:
o Contract to manage executed with City of Hammond,
Director hired, space remodel under construction
 Small Business Development Center:
o Contract to manage executed, director hired
 Centers and Institutes
Water Institute:
Partnership with Argonne National Laboratory to investigate
discharge reductions into Lake Michigan related to BP expansion.
Initial funding at $1million.
Developed certification program in Water Resource Management
BP Lecture Series
Center for Energy Efficiency and Reliability:
Approximately $1.7 million in grants and contracted awarded for
projects including: wireless energy monitoring, coal gasification
and biological production of hydrogen.
Center for Science and Technology Education:
Lead center for Purdue Calumet’s participation in Hammond
Urban Academy (professional development charter school).
Curriculum development for NAVOPS submarine simulator for
math and science education.
Center for Computational Science:
Purdue Calumet partner, with Purdue and Notre Dame, in the high
performance computing grid. Supercomputing, modeling and
simulation. Oversees campus Visualization Center. Funding
through Department of Energy at $1.3 million.
RESOURCES:
Strategic Investments – 2001 to 2006
Original goal: $10,350,000
Recurring investment: $8,655,522
Non-recurring investment: $4,378,478
Goal 1: Recurring: $4,272,122
Non-recurring: $1,497,822
Goal 2: Recurring: $2,398,359
Non-recurring: $50,000
Goal 3: Recurring: $505,836
Non-recurring: $1,790,626
Goal 4: Recurring: $1,479,205
Non-recurring: $1,040,027
Grants and Contracts
2006-07 Awards: $5,632,297
57 proposals awarded of 108 submitted
Private Giving
Raised $17.5 million during campaign period (exceeded
goal of $10.8 million).
ISSUES FOR THE NEXT PLANNING PERIOD
Quality Education for Students Who Work
 Over 1/3 of 21 and younger Purdue Calumet students work
more than 30 hours a week
 Younger students are more likely to take a full course load
and work full-time than older students who attend part-time
 Campus needs to be flexible and predictable in creating
initiatives to support working students to graduation
Graduate Education at Purdue Calumet
• 10- year enrollment decline (6%)
• Limited number of programs with few new programs
Some possible solutions:
• Track admissions and retention data
• Conduct regional needs assessment
• Increase financial support to students
• Offer accelerated programs
• Increase distance learning and WEB-based coursework
Competitive Salaries for faculty and staff
• Lack of state funding creates systemic problem
• Need systemic solution