p a g e 3 2 Organizing and managing the campus in ways that ensure responsible stewardship of resources,
that permit forthright responses to public calls for accountability, and that utilize best practices, are advanced by the following activities:
A. Having all individuals and units unified by a common sense of purpose
• Administration and Finance units completed successful Y2K planning, review, and testing. A campus-wide emergency plan was developed, a component of which was a command center created to provide essential services in late December 1999 and early January 2000. No campus services were disrupted during this time.
• A review of IUPUI’s 5-year-old planning document was initiated by the Office of Planning and Institutional Improvement. A preliminary revision designed to address specifically the development of Indiana’s community college was completed.
• All external advisory groups of the School of Engineering & Technology m e t together for the first time in August 1999 in a one-day retreat to kick off the school’s 2000-03 strategic planning process.
• The School of Sciencecompleted a school-wide strategic plan as well as a plan for each department.
• Pay equity studies for faculty and staff were completed.
• The Office of International Affairs staff worked with faculty in the Schools of Nursing and Liberal Art sto assist them in developing their own international mission statements and goals in accordance with the campus plan.
B. Having all units committed to continuous improvement of academic programs, student s e rvices, and administrative activities.
• The first class of students to experience the Dental School’snew problem-based curriculum demonstrated higher scores than previous classes on the Indiana State Dental Board Examination and turned in a sound performance on Part I of the National Board Dental Examinations.
• In the School of Education,the Office of Student Teaching and Field Experiences was merged with Education Student Serv i c e s .By merging the two units and reor- ganizing staff responsibilities, student information is managed more effectively and more consistent advising is provided.
• Nancy Chism, the new director of the Office of Professional Development,r e s t r u c- tured her office to form an integrated unit that will be more responsive to campus needs and the IUPUI mission.
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• Use of server-based electronic access in the L i b r a r i e s increased by 16% and web-based access increased by 135% in 1999. Student satisfaction with availability of reference materials, as assessed via an annual campus- wide survey, rose 6% over the 1998 rating.
• The Office of the Registrarestablished a website for the intercollegiate athletics compliance office to share information with students, prospective students, facu l t y, coaches, and the general public. Staff also cre- ated touchtone phone and web-based mechanisms for quickly reporting the opened or closed status of the campus due to bad weather. Visits to the R e g i s t r a r ’s web page increased from 35,621 in 1997-98 to 53,124 in 1998-99.
• The Office of International Affairs reduced the time between receipt and acceptance/denial of applications by 50% in 1999.
• Through reallocation of resources, Enrollment Services established the Office of Student Scholarships and improved efforts to attract and retain scholarship candidates. Enrollment Serv i c e s f o r m e d a Client Services Team that includes Bursar staff to improve communications and processes for students.
• The Office of Academic and Faculty Recordsc r e a t- ed a website for faculty recruitment that has reduced the incidence of mistakes in the recruitment process and resulted in more timely faculty appointments.
• U I T S surveys and assessments indicate increased user satisfaction with services at the same time costs are being contained.
• The Office of the Bursarimproved communications with students through the use of mass e-mailing, a web-based suggestion box, and several other elec- tronic feedback tools. In addition, staff developed an electronic fund deposit system.
• The B o o k s t o r e improved its on-line Textbook Request System that allows instructors to order books and materi- als on-line. In addition, B o o k s t o r e departments have developed a set of service standards.
• The Accounting Officeincreased cam- pus use of FIS transactions-of all dis- bursement vouchers processed, 60%
were processed through FIS as com- pared to 41% in the prior year.
• The OneCard Office increased card usage and customer satisfaction.
Since the inception of the program in 1997, OneCard usage has risen to 5,800 students using it as a debit card;
15% of the faculty and staff use the OneCard either as a debit card or as part of the payroll deduction plan.
• Administration and Finance launched a new procurement card process for campus-wide use. This purchasing option has simplified processes and dramatically r e d u c e d
p a g e 3 4 overall costs associated with procurement transactions. In addition, a major contract with
IKON was developed and implemented for use throughout the campus in support of office equipment acquisition, resulting in both efficiency and cost savings. All units now use satis- faction surveys to gather data to guide service improvements.
C. Developing assessment plans and performance indicators for all units.
• With the assistance of a faculty research grant from the Center on Philanthropy,t h e Center for Public Service and Leadership (CPSL) conducted studies on students in service learning classes, exploring the motives of entering students and identifying the characteristics of students involved in various types of service experiences (e.g., scholarship recipients, service learning students, America Reads tutors).
The CPSL also established a framework and method for documenting campus activities in the community; this was a collaborative activity involving External Affairs, Community Learning Network,and the Office of Neighborhood Resources.
• In conjunction with other schools, University Collegefaculty continued development and assessment of learning communities. The Office of Information Management and Institutional Researchassisted the faculty of University Collegein developing a comprehensive plan for assessing the effectiveness of their programs and services.
• The Testing Centerdeveloped web-based formats for student evaluations of instruc- tion and extended its Project Essay Grade (PEG) technology to score essays for con- tent, creativity, style, mechanics, and organization with reliability and validity statistics that exceed those achieved by human raters.
• The Economic Model Officecompleted deployment of activity-based costing in 55%
of IUPUI’s academic units and 55% of administrative support units.
D. Expanding revenue streams that will support IUPUI’s aspirations and strategic initiatives.
• The Advanced Research and Technology Institutereported that the number of patent applications filed increased to 75 in 1999, up from 58 in 1998. The number of patents issued declined slightly from 28 in 1998 to 25 in 1999. Licensing income from the technology transfer program also declined slightly, although during fiscal year 1999, University-wide licensing income exceeded $1 million for the second time in the history of the program, reaching a total of $1,357,838.
• The comprehensive Campaign for IUPUI has a working goal of $500,000,000. From July 1, 1997 to December 31, 1999, schools/units at IUPUI, including all the profes- sional schools, have raised over $222,380,000.
ACCOUNTABILITY AND BEST PRACTICES
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• External AffairsVice Chancellor Cheryl Sullivan works directly with the Indiana University federal relations and state relations team to seek Congressional support for research activi- ties, federal agency funding for grant proposals, and appropriations for state initiatives. The Great Cities Universities coalition of seventeen urban public research universities received a Congressional earmark for teacher preparation, an IUPUI research team received a National Science Foundation/Digital Libraries Initiative award for a distributed information filtering sys- tem for digital libraries, the Institute for Forensic Imaging earned federal funding from the U.S. Department of Justice, and the 21st Century Research and Technology Fund received a $50 million appropriation from the Indiana General Assembly.
• A $450,000 Kresge challenge grant has been approved for the Law School that will assist in fund-raising for the capital campaign
• Private giving to the School of Dentistryalmost tripled, increasing from $600,000 in 1997- 98 to $1.7 million in 1998-99, while alumni participation increased by 150, or 2%.
• Annual giving to the School of Allied Health Scienceshas increased by 60% since fiscal year 97-98; already, 46% of the campaign goal for the school has been achieved.
• The School of Nursing“earned” $1.18 in tuition/grants, etc. for every $1 of state appropria- tion received in 1998-99 — the first year that earned income exceeded state appropriation as a revenue stream.
• Philanthropic funding for the School of Medicineincreased by 14.3%.
• The Campaign for IUPUI Campaign Management Council was organized.
• The School of Physical Educationincreased total giving more than 3-fold, from $15,507 in 1997-98 to $47,348 in 1998-99. Donors increased from 220 in 1997-98 to 318 in 1998- 99, up 45%.
D . Marketing the campus.
• External Affairs created marketing strategies that helped to increase the numbers of stu- dents in the Honors Program from 18 in 1998 to 59 in 1999, a 22% increase. An average of 140 articles with IUPUI references were published each month in Indiana newspapers.
• The B o o k s t o r edeveloped advertising strategies to promote the IUPUI name, mission, and vision.
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