Shafer Tower

In early 2015, the Ball State Board of Trustees approved The Centennial Commitment (18 by '18), a refocused strategic plan for Ball State University.

Grounded in the previous university strategic plan, The Centennial Commitment refocuses and extends 18 major goals for the university to accomplish by 2018 (the university’s 100th anniversary).

Ball State Mission

“As a public research university, we focus on students and high-quality, relevant educational outcomes. Disciplinary knowledge is integrated with application. We do this in a manner that fundamentally changes students, researchers, and our external partners, who look to the university for guidance. We transform information into knowledge, knowledge into judgment, and judgment into action that addresses complex problems.”

Ball State Vision

“Ball State aspires to be the model of the most student-centered and community-engaged of the 21st century public research universities, transforming entrepreneurial learners into impactful leaders—committed to improving the quality of life for all.”

Performance Metrics

Student-Centered

Increase four- and six-year graduation rates to 50 percent and 65 percent, respectively, and maintain first- to second-year retention of 80 percent.

Increase the four-year graduation rate to 50 percent by 2017.ncrease the four-year graduation rate to 50 percent by 2017.
2012-13 2013-14 2014-15 2015-16 2016-17

Target

39%

41.7%

44.4%

47.1%

50%

Actual

40%

44.5%

47.5%

47.3%

 

Increase the six-year graduation rate to 65 percent.
2012-13 2013-14 2014-15 2015-16 2016-17

Target

58.3%

60%

61.7%

63.4%

65%

Actual

59.6%

60.2%

61.2%

62.2%

 

Achieve and maintain a first-year retention rate of 80 percent.
2012-13 2013-14 2014-15 2015-16 2016-17

Target

78.4%

78.8%

79.2%

79.6%

80%

Actual

78%

78.9%

81.7%

81.3%

 


Complete Phase I (50 percent of sorority housing) of the Greek Village, renovating two residence halls, and possibly starting construction of another, and offering life-impacting campus programming.

Sixty percent of students on campus will participate in cocurricular programs by 2017.
2012-13 2013-14 2014-15 2015-16 2016-17

Target

10,377

11,257

10,992

11,005

 

Actual

58%

62%

71%

71%

 

Complete Phase 1 (50 percent of sorority housing) of Greek Village by 2017.

There are no metrics to measure progress at this time.

Finish renovating two residence halls, complete construction of one new residence hall, and start construction of an additional residence hall by 2017.

Complete

Increase employee average participation in substantive wellness initiatives to 18 percent.
2012-13 2013-14 2014-15 2015-16 2016-17

Target

14.4%

15.3%

16.2%

17.1%

18%

Actual

19.6%

18.7%

27.5%

28.2%

 

Increase participation in diversity programs by 20 percent by 2017.
2012-13 2013-14 2014-15 2015-16 2016-17

Target

16,427

17,059

17,690

18,322

18,954

Actual

20,009

25,173

34,799

29,920

 

Increase participation in cultural programs by 20 percent by 2017.
2012-13 2013-14 2014-15 2015-16 2016-17

Target

210,214

218,294

226,375

234,455

242,536

Actual

247,910

293,030

340,371

277,119

 

Athletic programs will average five team and/or individual NCAA appearances, or bowl games for football, per year.
2012-13 2013-14 2014-15 2015-16 2016-17

Target

5

5

5

5

5

Actual

6

5

3

3

 


Every undergraduate student will receive an immersive undergraduate learning opportunity, up to 4,200 annually.

Increase the number of experiential and service learning participants by 10 percent.
2012-13 2013-14 2014-15 2015-16 2016-17

Target

6,562

6,690

6,819

6,947

7,076

Actual

13,722

12,968

11,682

10,265

 

Provide every undergraduate student with an immersive learning opportunity by maintaining a minimum of 4,200 students annually in immersive learning projects.
2012-13 2013-14 2014-15 2015-16 2016-17

Target

4,200

4,200

4,200

4,200

4,200

Actual

4,414

4,318

3,377

4,567

 


Increase fully online students’ full-time equivalent enrollment by 35 percent, from 2,236 to 3,019, coupled to innovative online pedagogies.

By 2017, increase fully online equivalent enrollment by 35 percent.
2012-13 2013-14 2014-15 2015-16 2016-17

Target

2,393

2,550

2,706

2,863

3,019

Actual

2,143

2,179

2,294

2,654

 

Achieve 50 percent growth in dual-credit full-time equivalent enrollment.
2012-13 2013-14 2014-15 2015-16 2016-17

Target

185

201

218

235

252

Actual

187

226

235

276

 

Achieve 10 national rankings and recognitions for online efforts.
2012-13 2013-14 2014-15 2015-16 2016-17

Target

5

6

8

9

10

Actual

8

9

20

26

 

By 2017, facilitate the introduction by colleges and departments of two new bachelor’s degree programs and four graduate degree programs for completely online delivery.

Complete

By 2017, increase on-campus student enrollment in blended courses to 25 percent.
2012-13 2013-14 2014-15 2015-16 2016-17

Target

5%

10%

15%

20%

25%

Actual

2.4%

1.7%

2.4%

5.1%

 

By 2017, 50 percent of on-campus students will have taken at least one online course by the time they graduate.
2012-13 2013-14 2014-15 2015-16 2016-17

Target

18%

26%

34%

42%

50%

Actual

51%

53%

58%

67%

 

Increase, by 30 percent annually, the number of unique digital learning assets (MediaSite).
2012-13 2013-14 2014-15 2015-16 2016-17

Target

24,617

32,002

41,603

54,084

70,309

Actual

26,968

37,551

26,981

35,800

 

By 2017, increase by 40 percent the number of unique digital assets held by University Libraries.
2012-13 2013-14 2014-15 2015-16 2016-17

Target

181,313

194,744

208,175

221,606

235,035

Actual

205,175

244,298

298,343

326,646

 

Increase HDT/IDIA contracts annually.
2012-13 2013-14 2014-15 2015-16 2016-17

Target

$62,720

$97,040

$131,360

$165,680

$200,000

Actual

$110,690

$235,446

$34,375

230,533

 

Increase the offering of custom-built, technology-mediated learning content to 50 unique courses.
2012-13 2013-14 2014-15 2015-16 2016-17

Target

18

26

34

42

50

Actual

21

27

28

90

 


Use a spirit of philanthropy to prepare students for life after Ball State.

Increase science, technology, engineering, and math (STEM) and other high-impact degree offerings.
2012-13 2013-14 2014-15 2015-16 2016-17

Target

n/a

n/a

n/a

n/a

n/a

Actual

33
6 undergrad

33
4 undergrad
4 graduate

35
2 undergrad
2 graduate

39
4 undergrad

 

Administer annual survey regarding readiness of graduates to employers recruiting on campus.

Complete

By 2017, increase by 15 percent the number of employers engaged in on-campus recruiting activities.
2012-13 2013-14 2014-15 2015-16 2016-17

Target

314

323

332

341

351

Actual

310

329

327

373

 


Increase percentage of entering freshmen who pursued the Indiana Academic Honors Diploma or its equivalent to 80 percent.
2012-13 2013-14 2014-15 2015-16 2016-17

Target

65.7%

69.3%

72.9%

76.5%

80%

Actual

63.0%

69.6%

72.3%

74.6%

 

Increase the percentage of entering freshmen with advanced standing, including AP credit, International Baccalaureate credit, dual credit, and Ball State placement credit.
2012-13 2013-14 2014-15 2015-16 2016-17

Target

48.1%

51.1%

54.1%

57.1%

60%

Actual

44%

44.6%

50.1%

58.1%

 

Increase percentage of freshman class eligible for the Honors College.
2012-13 2013-14 2014-15 2015-16 2016-17

Target

13.2%

14.4%

15.6%

16.8%

18%

Actual

11.3%

12.6%

13.9%

14.8%

 

Increase percentage of entering transfer students with GPAs of 3.0 or better.
2012-13 2013-14 2014-15 2015-16 2016-17

Target

47.5%

50.6%

53.7%

56.8%

60%

Actual

48.7%

51%

51.2%

54.8%

 

Increase the number of masters programs that have enrolled students with an average undergraduate GPA of at least 3.30.
2012-13 2013-14 2014-15 2015-16 2016-17

Target

42

46

51

55

60

Actual

45

50

42

44

 

Redesign courses with high DFW rates to promote student achievement.
2012-13 2013-14 2014-15 2015-16 2016-17

Actual

13 courses

14 courses

20 courses

24 courses

 

Increase to 25 the number of students per year winning national scholarships/awards (e.g., Goldwater, Fulbright, Truman, etc.)
2012-13 2013-14 2014-15 2015-16 2016-17

Target

19

21

22

24

25

Actual

16

17

15

17

 

Each of our 19 athletic teams will consistently maintain a multi-year Academic Performance Rate (APR) at o above the National Collegiate Athletic Association (NCAA) cut score.
2012-13 2013-14 2014-15 2015-16 2016-17

Target

19

19

19

19

19

Actual

17

19

19

19

 

Each student will have a four-year curricular map supported by technology alerts available by May 2013.

Complete

Fully implement the student and employee portal.

Complete

100% of faculty and students will use Campus LMS (Blackboard).
2012-13 2013-14 2014-15 2015-16 2016-17

Target

80%

85%

90%

95%

100%

Actual

84%

100%

100%

100%

 

All academic departments will establish and implement an appropriate assessment process that utilizes available technology to allow for efficient aggregate data collection and analysis (48 departments. including IEI).
2012-13 2013-14 2014-15 2015-16 2016-17

Target

15 departments

23 departments

32 departments

40 departments

48 departments

Actual

24 departments

30 departments

36 departments

30 departments

 

Fully implement the institutional reporting system.

Complete

Increase the number of students who make use of mobile alerts to 14,000.
2012-13 2013-14 2014-15 2015-16 2016-17

Target

8,326

9,713

11,102

12,490

14,000

Actual

8,314

16,835

10,829

10,156

 

Increase the proportion of technical help calls assisted by computer-driven remote support to 60%.
2012-13 2013-14 2014-15 2015-16 2016-17

Target

16%

27%

38%

49%

60%

Actual

34%

84%

91%

95%

 

By 2017, 10 articles will be published or papers presented at professional conferences reporting on immersive learning projects.
2012-13 2013-14 2014-15 2015-16 2016-17

Target

2

4

6

8

10

Actual

53

87

85

132

 

Recognize immersive learning in promotion and tenure (P&T) and salary documents at the department and college levels by 2014.

Complete

All undergraduate departments will offer at least one immersive learning opportunity each year.
2012-13 2013-14 2014-15 2015-16 2016-17

Target

39

40

42

43

45

Actual

39

35

38

39

 

Update and revise the immersive learning website by 2013.

Complete

Establish four university-wide immersive learning awards to be given annually in January 2013

Complete

Appoint eight college-based immersive learning Presidential Fellows to support faculty in 2012.

Complete

Develop and implement an overall assessment of the core curriculum beyond the current course assessments.

Complete

Complete implementation of core curriculum by fall 2013.

Complete


Community-Engaged

Increase the number of international students from 745 to 1,000. Increase the percentage of entering freshmen from underrepresented populations from 13.8 percent to 17 percent. Increase the percentage of entering freshmen from outside Indiana from 13.3 percent to 17 percent. Enhance diversity programming.

Increase the number of international students to 1,000.
2012-13 2013-14 2014-15 2015-16 2016-17

Target

796

847

898

949

1,000

Actual

873

1,034

918

709

 

Every five years, complete an audit of campus services aimed at welcoming a diverse student body, faculty, and staff, and adjust as needed.

Complete

Increase the total number of enrolled at-risk students by 15 percent.
2012-13 2013-14 2014-15 2015-16 2016-17

Target

5,617

5,781

5,945

6,109

6,271

Actual

5,112

5,224

5,017

5,144

 

Increase the number of at-risk students who graduate by at least 20 percent annually.
2012-13 2013-14 2014-15 2015-16 2016-17

Target

916

951

986

1,021

1,057

Actual

990

889

904

1,327

 

Increase the number of McNair Scholars to 10.
2012-13 2013-14 2014-15 2015-16 2016-17

Target

6

7

8

9

10

Actual

5

8

10

8

 

Create/revise unit-level diversity plans with faculty, professional personnel, classified staff, and service personnel recruitment targets.
2012-13 2013-14 2014-15 2015-16 2016-17

Target

n/a

n/a

n/a

n/a

n/a

Actual

4 units

39 units

46 units

55 units

 

Seventeen percent of the entering freshman class will come from underrepresented populations.
2012-13 2013-14 2014-15 2015-16 2016-17

Target

14.6%

15.2%

15.8%

16.4%

17%

Actual

14.3%

15.9%

16.9%

17%

 

Seventeen percent of the entering freshman class’ domestic students will come from outside Indiana.
2012-13 2013-14 2014-15 2015-16 2016-17

Target

13.8%

14.6%

15.4%

16.2%

17%

Actual

15.5%

16.42

15.5

15.9%

 


Work with other stakeholders in the state’s system of higher education to enhance student access and success.

Increase percentage of entering transfer students with grade point averages (GPAs) of 3.0 or better.
2012-13 2013-14 2014-15 2015-16 2016-17

Target

47.5%

50.6%

53.7%

56.8%

60%

Actual

48.7%

51%

51.2%

54.8%

 

To ensure clear pathways for transfer students, increase by 50 percent the number of 2+2 articulation agreements with Ivy Tech by 2014.
2012-13 2013-14 2014-15 2015-16 2016-17

Target

12

13

14

15

17

Actual

11

12

12

12

 

Increase the number of entering fall transfers by 50 percent.
2012-13 2013-14 2014-15 2015-16 2016-17

Target

753

821

889

957

1,026

Actual

747

708

721

768

 

Complete two 2+2 agreements with community colleges, offering the last two years of courses online.
2012-13 2013-14 2014-15 2015-16 2016-17

Target

n/a

n/a

n/a

n/a

2

Actual

1

1

1

1

 


Complete the David Owsley Museum of Art expansion and contribute to the improvement of Muncie and Delaware County.

Complete the David Owsley Museum of Art expansion by 2013.

Complete

Contribute $250,000 to the Muncie Vision 2016 plan by December 31, 2016.
2012-13 2013-14 2014-15 2015-16 2016-17

Target

$50,000

$100,000

$150,000

$200,000

$250,000

Actual

n/a

$159,962
(cumulative)

$250,935
(cumulative)

Complete

 

Track and communicate annually the financial and service impact of student volunteer programs on Muncie and Delaware County.
2012-13 2013-14 2014-15 2015-16 2016-17

Students

11,348

4,763

6,888

7,528

 

Hours

358,232

111,133

185,198

206,167

 

Agencies

355

457

434

428

 

Contribute an average eight hours of community service per athlete per year with student-athletes and coaches.
2012-13 2013-14 2014-15 2015-16 2016-17

Target

8

8

8

8

8

Actual

4.8

8

8.3

5.7

 

Develop a statewide community-engagement plan under a new government relations and community engagement vice president and achieve Carnegie Community Engagement Classification.

By 2015, achieve Carnegie Community Engagement Classification.

Complete

By 2013, establish statewide engagement plan.

Complete

Increase by 10 percent annually the number of companies that are impacted by the university.
2012-13 2013-14 2014-15 2015-16 2016-17

Total Target

43

48

52

57

62

Actual

78

78

61

67

 

In-State Target

27

30

32

35

38

Actual

67

55

54

58

 

Increase by 10 percent annually the number of communities engaged with the university and increase to 70 the number of counties engaged.
2012-13 2013-14 2014-15 2015-16 2016-17

Community Target

56

62

68

74

80

Actual

62

61

113

124

 

County Target

54

58

62

66

70

Actual

55

63

69

87

 

Improve charter school success as measured by ISTEP.
2012-13 2013-14 2014-15 2015-16 2016-17

Target

59%

65%

72%

78%

85%

Actual

54.9%

56.3%

60.6%

37%

 

Improve charter school success as measured by NWEA.
2012-13 2013-14 2014-15 2015-16 2016-17

3rd Grade Reading Target

191.8

193.6

195.5

197.3

199.2

Actual

195.8

196.9

199.7

199.1

 

6th Grade Reading Target

213.1

213.9

214.8

215.6

216.4

Actual

212.3

213.9

215.1

215.6

 

11th Grade Reading Target

223.5

223.5

223.6

223.6

223.7

Actual

224.4

221.2

225.2

225.0

 

3rd Grade Mathematics Target

194.3

196.5

198.7

200.9

203.1

Actual

199.5

200.7

201.9

202.6

 

6th Grade Mathematics Target

200.8

202

203.2

204.4

225.6

Actual

220.5

221.6

222.3

223.1

 

11th Grade Mathematics Target

236.5

237

237.4

237.8

238.3

Actual

234.6

231.9

234.8

238.1

 

3rd Grade Language Target

192.9

195

196.6

198.5

200.3

Actual

197.3

197.8

200.9

200.7

 

6th Grade Language Target

213

213.9

214.6

215.4

216.2

Actual

213.4

214.3

216.4

217.9

 

11th Grade Language Target

222.3

222.6

222.8

223.1

223.3

Actual

222.7

221.9

223.1

225.5

 



Enhance the role and impact of the Ball State Office of Charter Schools.

Improve charter school success as measured by IREAD.
2012-13 2013-14 2014-15 2015-16 2016-17

Target

76.7%

80.1%

83.5%

86.9%

90%

Actual

75.2%

78.4%

76.7%

*

 

Burris Laboratory School received a silver rating for 2015 by "U.S. News and World Report." An analysis in 2016 listed Burris Laboratory School as 11th in the state, with a national ranking of 1,108 in the nation. Burris Laboratory School was also included on "The Washington Post's" list of the "Nation's Most Challenging High Schools," ranked 37th in Indiana, 115th in the region, and 1,927th in the nation. The Indiana Academy for Science, Mathematics and Humanities is also listed among the "Nation's Most Challenging High Schools," by "The Washington Post" (28th in Indiana and 1,852nd nationally.).

Improve charter school success as measured by graduation rate.
2012-13 2013-14 2014-15 2015-16 2016-17

Target

73.4%

77.6%

81.7%

85.9%

90%

Actual

67.4%

57.8%

58.6%

61.7%

 

Every year, document best practices at Burris Laboratory, Indiana Academy, charter schools, and Partnership Network Schools, and communicate results to K–12 public schools; maintain and improve top rankings of Burris and the Indiana Academy; and work with current and future K–12 educators to strengthen their ability to attract and prepare students for STEM degrees and careers.

Complete

A Model 21st Century Public Research University

Raise $100 million in philanthropic commitments by 2017.

Improve charter school success as measured by IREAD.
2012-13 2013-14 2014-15 2015-16 2016-17

Target

$20 M

$40 M

$60 M

$80 M

$100 M

Actual

$22 M

$41 M

$55 M

$71 M

 

Successfully complete fundraising campaign in support of athletics.
2012-13 2013-14 2014-15 2015-16 2016-17

Target

n/a

n/a

$20 M

 

 

Actual

$14.7 M

$19.5 M

$21 M

$21 M

 


Increase the profile of Ball State’s faculty and signature academic programs.

Create a well researched academic master plan by summer 2014 and invest in strategic academic offerings.

Complete

Fifty-five programs will be nationally ranked or recognized by 2017.
2012-13 2013-14 2014-15 2015-16 2016-17

Target

11

22

33

44

55

Actual

31

56

95

22

 

Increase the number of faculty and professional personnel with national recognition (awards, leadership positions, and editorial board memberships).
2012-13 2013-14 2014-15 2015-16 2016-17

Target

n/a

n/a

n/a

n/a

n/a

Actual

272

229

222

247

 

Increase by 10 percent the number of student presentations at national and regional disciplinary conferences.
2012-13 2013-14 2014-15 2015-16 2016-17

Target

n/a

648

662

677

693

Actual

630

600

455

759

 

Increase by 15 percent the number of publications and peer-reviewed presentations in scholarship of teaching and learning.
2012-13 2013-14 2014-15 2015-16 2016-17

Target

n/a

370

384

398

411

Actual

357

400

271

615

 

Increase by 50 percent the external funding of scholarship of teaching and learning.
2012-13 2013-14 2014-15 2015-16 2016-17

Target

FY 13: $2.53 M

FY 14: $2.76 M

FY 15: $2.99 M

FY 16: $3.22 M

FY 17: $3.45 M

Actual

$1.1 M

$1.1 M

$1.3 M

$3.7 M

 


Increase graduate student full-time equivalent enrollment by 20 percent, from 2,519 to 3,023.

Increase graduate student full-time equivalent (FTE) enrollment by 20 percent.
2012-13 2013-14 2014-15 2015-16 2016-17

Target

2,620

2,721

2,822

2,923

3,023

Actual

2,614

2,379

2,417

2,544

 


Increase external funding for scholarly work by 125 percent, from $14.1 million to $32 million. Increase the number of refereed/juried achievements by faculty by 10 percent, from 2,093 to 2,302. Improve annual total royalty revenue. Increase start-up companies from one to five annually. Increase the annual number of intellectual property disclosures from 12 to 20.

Increase by 125 percent external funding for scholarly work.
2012-13 2013-14 2014-15 2015-16 2016-17

Target

$17.1 M

$21.3 M

$24.9 M

$28.5 M

$32 M

Actual

$20.2 M

$18.2 M

$11.1 M

$22.6 M

 

Increase by 10 percent the number of refereed or juried achievements by faculty members (manuscripts, performances, exhibitions, presentations, books, etc.)
2012-13 2013-14 2014-15 2015-16 2016-17

Target

n/a

2,145

2,198

2,250

2,302

Actual

2,093

2,567

2,323

2,294

 

Increase royalty revenue by 50 percent.
2012-13 2013-14 2014-15 2015-16 2016-17

Target

$297,441

$324,482

$351,524

$378,565

$405,606

Actual

$397,481

$462,085

$399,505

$224,440

 

By 2017, reach an annual total of five startup companies or executed license agreements that have a reasonable success of generating significant revenue.
2012-13 2013-14 2014-15 2015-16 2016-17

Target

6

11

16

21

26

Actual

3

5

7

12

 

Increase the annual number of intellectual property disclosures to 20.
2012-13 2013-14 2014-15 2015-16 2016-17

Target

20

20

20

20

20

Actual

11

14

14

11

 

Complete the geothermal project and other activities.

Offer specific curricula in sustainability.

On Track

Secure funding and complete the geothermal project.

On Track

Monitor and benchmark energy efficiency and implement initiatives to continue energy-efficient improvements and sustainability efforts.

On Track

Increase faculty and student participation in the Indiana Green Campus Network.
2012-13 2013-14 2014-15 2015-16 2016-17

Faculty Target

9

13

17

21

25

Actual

10

40

40

50

 

Student Target

28

46

64

82

100

Actual

15

25

30

40

 

School Target

17

19

21

23

25

Actual

23

23

24

24

 


Implement programs and policies to improve quality of life for faculty and staff.

Develop and implement tools for measuring job satisfaction, considering elements such as workplace environment, salary and benefits, communication, etc.; establish a baseline and track improvement.

On Track

Conduct a diversity climate survey; establish a baseline and track improvement.

On Track

Strengthen smoke-free policy by 2013.

Complete

Increase promotional salary increments to $4,000 for associate professors and $6,000 for full professors by July 1, 2015.
2012-13 2013-14 2014-15 2015-16 2016-17

Target

$3,000

$3,500

$4,000

Complete

 

Actual

$2,950

$3,400

$4,000

 

 

Target

$4,467

$5,234

$6,000

Complete

 

Actual

$4,390

$5,080

$6,000

 

 

In conjunction with the Salary and Benefits Committee, analyze the faculty salary gap, adjusting for discipline differences among MAC schools. After adjusting for discipline mix, and to the extent possible with state funding, reduce the overall faculty salary gap to close to 5 percent by academic year 2016–17.
2012-13 2013-14 2014-15 2015-16 2016-17

Target

8.8%

7.8%

6.9%

5.9%

5%

Actual

8.8%

9.9%

9.1%

*

 

Comparative data are no longer available from peer universities.

Provide up to $100,000 annually in new university matching funds (increasing to as much as $200,000 the funds available) for professors and associate professors to use for travel associated with professional development and research opportunities.
2012-13 2013-14 2014-15 2015-16 2016-17

Target

$100,000

$100,000

$100,000

$100,000

$100,000

Actual

$100,000

$100,000

$100,000

$100,000

 

Develop and implement a plan to train ERP end users, with initial training for all end users to be completed by 2013.

Complete


Open the new College of Health Sciences and Professions coupled to construction of a new STEM and Health Professions Building (Phase 1) and development of new high-impact degrees.

Increase science, technology, engineering, and math (STEM) and other high-impact degree offerings.
2012-13 2013-14 2014-15 2015-16 2016-17

Target

n/a

n/a

n/a

n/a

n/a

Actual

33
6 undergrad

34
4 undergrad
4 graduate

35
3 undergrad
5 graduate

39
4 undergrad

 

Complete renovations of two academic buildings and begin renovation of another academic building by 2017.

On Track

Increase the total number of bachelor’s and master’s students who graduate with a high-impact degree (as defined by the Indiana Commission for Higher Education) by 50 percent by July 31, 2017.
2012-13 2013-14 2014-15 2015-16 2016-17

Target

520

568

615

663

710

Actual

529

574

595

531

 

Focus on all administrative organizations, operations, and fiscal practices to support academic and research agendas with input from the diverse intellectual capital of the campus—initially focused in the areas of comprehensive enrollment management, marketing and communications, advancement, legal services, governmental relations and community engagement, and strategic university space allocation.

Increase athletic revenue generated at an average of 4 percent per year over five years. These revenue areas are Cardinal Varsity Club, licensing fees, ticket sales, corporate partnerships, philanthropy, and other.
2012-13 2013-14 2014-15 2015-16 2016-17

Target

$2.34 M

$2.43 M

$2.43 M

$2.67 M

$2.78 M

Actual

$3.3 M

$3.45 M

$3.94 M

$4.54 M

 

Maintain or improve our self-defined efficiency metric based on our relative positions compared to Indiana and national averages in the critical budget areas of health care costs, energy usage, and administrative staffing.
2012-13 2013-14 2014-15 2015-16 2016-17

Target

n/a

n/a

n/a

n/a

n/a

Actual

20.83%

22.32%

17.09%

*

 

Comparative data are no longer available through IPEDS.

Administer annual survey regarding readiness of graduates to employers recruiting on campus.

Complete

By 2017, increase by 15 percent the number of employers engaged in on-campus recruiting activities.
2012-13 2013-14 2014-15 2015-16 2016-17

Target

314

323

332

341

351

Actual

310

329

327

373

 

Fifty percent of undergraduate students will participate in research, internships, student teaching, or related professional experiential learning experiences each year (excluding immersive learning).
2012-13 2013-14 2014-15 2015-16 2016-17

Target

37.3%

40.5%

43.7%

46.9%

50%

Actual

42.9%

49.3%

60.5%

45.7%

 

Increase by 125 percent external funding for scholarly work.
2012-13 2013-14 2014-15 2015-16 2016-17

Target

$17.7 M

$21.3 M

$24.9 M

$28.5 M

$32 M

Actual

$20.2 M

$18.2 M

11.1 M

$25.8 M

 

Increase by 40 percent the number of contract and grant proposal submissions.
2012-13 2013-14 2014-15 2015-16 2016-17

Target

545

586

626

666

707

Actual

532

485

440

679

 

Increase number of contract and grant proposal submissions totalling more than $25,000 by 25 percent.
2012-13 2013-14 2014-15 2015-16 2016-17

Target

192

201

211

220

229

Actual

205

205

180

301