1982 Concerns |
1992 Concerns |
2002 Status |
| The mission statement of IUPUI still does not seem to be clear to all constituencies. Efforts should be made by the IUPUI administration to work with the various units of the university to clarify the implications of the mission statement in both short- and long-term aspects. |
The absence of a concise, but inclusive, statement of mission and a coherent statement of purposes consistent with its mission will hamper IUPUI"s ability to gain public support, its efforts to assess its performance, and the fair and effective implementation of RCM. |
Since 1992 two strategic planning efforts have produced concise vision/mission and goals statements that have been shared with faculty, staff, and students as well as community stakeholders. A discussion of the development of the mission appears in the Criteria as well as the GIRs and Special Emphasis sections. |
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Given the temptation which besets all urban public universities to be all things for all constituency groups and to provide services and programs for any potential audience, IUPUI, given the obvious limitations of its resource base, should continually strive to sharpen its mission, limit its goals, focus its attention on what it can do better & consolidate its array of program offerings. |
IUPUI has continued to develop and focus its mission, as evidenced in the work of the Future Group (the entity responsible for the most recent strategic plan) in conjunction with standing faculty, staff, and student committees. Annual plans for resource reallocation at the campus level have been guided by goals in the strategic plan. Decisions about programs to add or terminate originate at the school level. Since 1992 some 50 academic programs have been added; 15 have been discontinued. ( See list) |
| Substantial long-term future operating and maintenance costs are being assumed for the new physical plant, especially for the comprehensive physical education facilities. These costs will increase with new or expanded programs if these capital resources are to be effectively utilized. |
Resources for operation of new buildings and long-term maintenance of all buildings must be addressed to avoid serious deferred maintenance problems. |
As is unfortunately the case across the country, this concern has been exacerbated recently by legislative reductions in the allowance for operation of new buildings as well as cuts in basic maintenance funding from the state. The cut in repair and rehabilitation money is hoped to be a temporary action that will be restored in the next legislative session. The funding gap in plant operations has been narrowed, in part, by using Indirect Cost Recovery funds from research and a facility fee assessment at the School of Law. The IUPUI General R and R Analysis — 2001-2003 Appropriated Funds . |
| As funds become available, attention should be given to adding more full-time faculty to reduce the dependence on part-time faculty. Efforts should continue to recruit faculty with academic interests and preparation consistent with the mission of IUPUI. |
IUPUI had not addressed adequately and systematically the concern expressed in the 1982 NCA report about over-reliance on part-time faculty . The % of instruction delivered by part-time faculty appears to have increased during the past decade as enrollment growth out-paced budget increases. RCM may be contributing. (p 15 and 27) |
IUPUI has made a commitment to strengthen the development of associate faculty through department, school, and campus-wide professional development activities and through activities that strengthen the ties between associate faculty and their home departments. In addition, a three-year plan for employing over 100 new full-time lecturers has been established - 17 in Liberal Arts, 16 in Science, and two at IUPU Columbus were established in 2001-02. In year two (2002-03) 43 additional positions were established. The self-study on Teaching and Learning contains more details. |
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% of minority students enrolled at IUPUI not representative of the metropolitan community, nor does the percentage of minority students match the % of minority students graduating from area high schools. The university must persist in its efforts to cooperate with other institutions in programs and activities that will, in time, correct the imbalance. Our highlighting this imbalance should not be interpreted as advocating the admission of students who will surely fail or the relaxing of academic expectations or standards. |
Many focused efforts, including the establishment of The Diversity Cabinet by Chancellor Bepko, have increased the numbers and percentages of minority students during the past decade. The 2001 IUPUI Performance Report provides evidence that the percentage of minority students enrolled at IUPUI now reflects closely the minority percentage of the population in its region. Minorities as a percentage of all students: 14%; minorities as a percentage of the regional population: 16%. The self-study on Teaching and Learning contains more details. |
| Despite improvements since the 1972 NCA visit, there remains a serious deficiency in the libraries of the university with respect to the number of staff, extent and quality of the collections, space for faculty and students, and the range of academic programs served. Allocations of budgetary resources for libraries is considerably less than recommended by the American Library Association |
IUPUI"s library collections in areas other than law and biomedical fields are insufficient to support competitive, research-oriented graduate programs, especially at the doctoral level. The technological capabilities of the new Library building will require additional resources for operation and maintenance. |
While actual dollars for materials increased by 78.7 %, this increase did not keep pace with the inflation rate for purchasing new materials. However, the technology funding required to support the technology in the new building has been added to the library"s base budget. In 1992/93 the library budget for computer equipment was $7,571 in 2001/02 it was $233,238. In 1992/93 there was one staff member dedicated to technology; in 2001/02 there were 15. When the new library opened, a fund of nearly $4 million was made available to put technology in place in the library; as that money was spent down, base funds were added to replace it. Consequently, we are in a position to develop, deploy, and support technology so that we can continue to be a leader nationally in the use of technology in academic libraries. |
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Absence of a single, comprehensive assessment plan and there is a need for the institution, through its new Office of Planning and Institutional Improvement and its Assessment Committee, to develop such a plan and implement it. |
In January 1995, IUPUI submitted a Plan for Assessment that was approved by the North Central Association in April 1995. Since then the campus has been making steady progress on implementing this plan. The self-study on Teaching and Learning contains more details. |
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Numerous complaints from undergraduate students and staff about the quality, timeliness, and lack of availability of basic student services , especially in the evening and on weekends, but also during the day. Additional resources and better in-service training of student services personnel will be necessary. |
Since 1992 major strides have been made in providing services to students. The Office of Enrollment Services has been restructured under new leadership. Extensive quality improvement training for staff was initiated in 1994 and the outcome of the work of six cross-functional teams has been a far more cohesive organization of the offices of Admissions, Bursar, Registrar, and Financial Aid. INSITE provides each student easy access to the academic record from the time of admission through graduation. Nevertheless, Indiana University is implementing an entirely new student information system with an anticipated completion date of 2004.
Students have several modes of registration — in person, via computer, and via the telephone at virtually any time of day or night. As a result, The 2001 Continuing Student Satisfaction Survey responses indicate that 83% of students are satisfied with registration and 67 % with fee payment processes; 68 % report being satisfied with the general helpfulness of IUPUI staff. We continue to make efforts to improve these services and address other recurring concerns such as availability of staff on the telephone and parking spaces. |
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Appoint a special task force to examine the effectiveness of its student services functions and make specific recommendations for improvement. |
In 1999 a new office of Vice Chancellor for Student Life and Diversity was created and a national search resulted in the appointment of Karen M. Whitney as vice chancellor. Under her leadership the student life division has been restructured and strengthened. Teams of academic and student life professionals have attended several AAHE Summer Quality Academy sessions to address various aspects of the work of integrating academic and student life. A program review of student activities is underway with the goal of advancing a robust campus life. Plans include opening new student housing in 2003 and a new Campus Center in 2005. |
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Review wording of the description in its Self-Study of how it meets items 1.c [in 1992: The institution confers certificates, diplomas or degrees] and 1.d [in 1992: The institution has legal authority to confer its certificates, diplomas and degrees] of the GIRs in order to remove an apparent contradiction regarding the conferring of its degrees. Greater clarity on this point in IUPUI publications will help people understand the nature of IUPUI"s relationship with Indiana University and Purdue University. |
Virtually all public communications (bulletins, marketing materials, and advertisements — print, electronic and broadcast) make it explicit that degrees are conferred by either Indiana University or Purdue University. Signage on campus indicates that the schools housed here are either Indiana University schools or Purdue University schools. The Office of External Affairs frequently tests through the use of focus groups the awareness of prospective high school students about the conferring of degrees. |
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Develop a procedure for periodic review of graduate faculty with the assistance of disciplinary experts from other universities. |
Comprehensive program review instituted in 1994 provides periodic review of all departmental faculty as the program is reviewed. A post-tenure review policy is now in place. |
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General Education . "It may be more important, for example for the recipients of bachelor"s degrees from all IUPUI schools to have a sound and coherent experience in general education that is monitored at the campus level than for the graduates of all the schools to have the same general education experience." Regarding RCM: RCM causing some professional schools to teach general education courses. Who is monitoring content? Are they truly general education courses? Is there duplication? |
After nearly a decade of discussion, the Faculty Council approved six "Principles for Undergraduate Learning& in May 1998. These principles describe general education in terms of the skills and abilities students will master as opposed to the content they will be taught. Now each school must describe the ways in which students will master the skills and how student achievement will be assessed. In 2000 a school-by-school review of implementation of the principles was undertaken. The development of an electronic portfolio for each student also is conceived as a means of ensuring that each student has opportunities to learn the designated skills and masters them prior to graduation. The Program Review and Assessment Committee oversees the implementation and assessment of the Principles for Undergraduate Learning. |
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Should continuously monitor RCM |
RCM has been reviewed on a five-year cycle (see June 1994 IUPUI Responsibility Center Management: An Assessment of the Last Five Years, 1989-1994 and June 2000 RCM Review: Final Report and Recommendations reports in the resource room) and continues to enjoy widespread support among deans and faculty budget committees. (See also the Indiana University Strategic Directions Task Force for Operational Efficiency and Revenue Enhancement - June 15, 1995 ). |
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Success of the technology thrust (IT, CLN and new library) depends on ability to a). engage the faculty and deans in these initiatives; b) incorporate goal assessment and feedback control mechanisms in the RCM process so that this process does not undermine support for IT; c) pay continued attention to the costs and benefits of new technologies ; d) maintain continuing attention to and support for the technology infrastructure |
The University Information Technology Services (UITS) was established in 1997 under the direction of IU Vice President for Information Technology (VPIT) and CIO Michael A. McRobbie. Garland Elmore is the Associate Vice President for Teaching and Learning Information Technologies and Dean, Information Technology, IUPUI. The VPIT oversees implementation of Indiana University"s strategic plan for information technology, which is assessed periodically. Faculty survey responses indicate general satisfaction with IT and increased use of technology in instruction. (See faculty survey responses on technology, UITS survey and technology section of faculty survey and ( or here )
At IUPUI the Center for Teaching and Learning, a component of the Office for Professional Development, is offering extended opportunities for faculty to increase their use of technology in instruction and research. Campus-wide discussions and planning for a new entity, tentatively called IUPUI Online, also are underway. |
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Appoint task force to examine the suitability and availability of its athletic facilities for recreational use and intramurals. |
In 1998-99 IUPUI conducted a self-study and was certified for NCAA Division I status by a visiting team in March 1999. Community partnerships are being sought to address continuing concerns about the quality and availability of facilities for team sports as well as intramurals and recreational use. (Link to NCAA self-study report and the report on the Physical Education program review and responses.) The importance of a multi-purpose convocation facility to meet the needs of the campus and intercollegiate athletics is being discussed by the campus Athletics Committee. |
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Should consider, in consultation with NCA staff, requesting a focused visit to the program [Malaysia] , perhaps in conjunction with site visits to other southeast Asia programs operated by NCA institutions. |
The partnerships with the Institute Teknologi (MARA) and Universiti Tenaga Nasional in Malaysia achieved the goals set for them. |
