PNC Strategic Plan 2001-2006 (archive)

PowerPoint presentations:
November 2002
August 2001

11-02 Report Card

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

  • Learning
  • Discovery
  • Engagement

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 1869.

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 two-year technical institute. The Barker family mansion in Michigan City became the first permanent home for the LaPorte County extension center in 1948.

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.

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.

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.

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.


In the next five years, Purdue North Central envisions:

  • Expanding to a Bachelor’s degree granting institution with selected Master’s degree programs and with the retention or development of Associate 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.

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, student-centered, 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.

Goals, Strategies and Assessment Measures

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 post-graduation needs 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

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

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

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 12-14.
  • 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.

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

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.

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)
  • Goals, Strategies and Assessment Measures

4.Campus Environment

The PNC campus will be recognized as a center of beauty, culture, science, technology 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.

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

Financial Resources

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%.

Increase Income from All Sources to Fund Campus Priorities

  • State Appropriations – Pursue increases in state appropriations for
    • Increased enrollments
    • Equity funding per FTE
    • Public/private partnerships
  • Tuition – Increase tuition revenue based on
    • Increased enrollments
    • Competitive pricing with peer institutions
  • Private Funding – Increase private funding through enhanced development activity
  • Miscellaneous Income – Generate higher revenues from
    • Sponsored programs
    • Continuing education
    • Commission income
  • Reallocation of Funds – Efficiencies of working within the Purdue University System

Key Investment Areas

As noted above, our plan is to increase income from all sources in order to fund our campus priorities. Some of our goals can be accomplished within the scale of existing resources through reallocation and reassigning resources from lower to higher priority activities. Other key investment areas will require substantial additional funds during the ensuing five year period. Purdue University North Central is prepared and committed to obtaining such funding as we move into the implementation stage of our strategic plan. Our key investment areas will include:

  • Expanding Bachelor’s and Master’s Degree Programs
  • Adding Additional Full-time Faculty
  • Retaining Key Faculty and Staff
  • Expanding Student Scholarships
  • Developing A Comprehensive Campus Master Plan
  • Opening the North Central Veterinary Emergency Center
  • Constructing an Addition to the LSF Building – Multipurpose Room
  • Constructing an Auditorium/Theatre/Classroom Building
  • Developing Student Housing

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.

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


Learning provides students with a quality education – one that is useful, enduring, and student-centered and that embeds the basic goals of general education into all degree program curricula.

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.

Engagement provides the mechanism to establish or redesign basic university functions so the institution becomes even more productively involved with communities. Going well beyond most concepts of public service, which emphasize a one-way transfer of university expertise to the public, the engagement ideal envisions new public/university partnerships defined by mutual respect for what each partner brings to the table.
Strategic Planning Task Force

Ken Andre (PNC Advisory Board)
George Asteriadis (Academic Affairs)
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 (Clerical/Service Staff)
Stephen R. Turner (Physical Plant)

Web addresses for peer institutions:

Links to the strategic plans of other Purdue Campuses: