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[C. Bantz]And what I'm gonna do is to talk about a roadmap to the future but I'm also
going in the process obviously reinforce what path we have taken and how we've come so far
and frankly an easy example of that we're all in. This building was a dream when I came
here. We were just finishing research 2 the next building over when I came and this was
a vacant lot and no funding for a facility. And today it is the largest research building
in Indiana University with only 33 million of state funds and 50 million from the research
enterprise and from gifts to make this happen. And it is truly a great example of change
that's been made and touches the future as I'll talk about. The metaphor for a roadmap
is one that people have been discussing and I've been discussing with people for actually
a couple of years and the timing was actually almost perfect in this because just last month
President McRobbie enunciated his principles of excellence which provide a way to reframe
I think the roadmap we'd been working on to align it with the university's goal priorities
and to make it, I think very, very clear about what kind of road map we have. Now this I
want you to know is not up to MapQuest it's not gonna get you to the littlest neighborhood
on the campus but what it is gonna do is provide an overall framework that we're gonna keep
working on over the next year to provide more and more detail, more and more guiding about
how we're moving towards our goals. But the framework for these goals is in fact gonna
be the president's 10 principles for excellence. That is the destination. That is where we're
trying to get. It's the excellence across all 10 of those areas that I'm gonna lay this
speech out in those context of those 10 areas. Now the terrific thing is those 10 areas align
with our goals at IUPUI, they align with what we've been working on and they align with
the mission of this campus. And this is where I always like to start and remind us that
we have a very distinct mission in Indiana University. We have a distinct mission in
this state. This was--some of you were in this process of writing this mission statement
and frankly in the faculty council it was the easiest discussion I've ever seen about
mission. Some of you who weren't there you should know that the only significant debate
was whether or not--honestly, I'm not making this up, we capitalized state for Indiana.
That was it. Because this description that IUPUI is Indiana's Urban Research and Academic
Health Sciences campus is simply true. That is the case. Obviously, urban by definition
but it is the academic health sciences by definition as well. And so we were able to
write that but what we then did as a group and the board approved was we said we see
our responsibility is actually to serve the state and beyond and that we consider our
responsibility to improve education, culture and economic development. That is distinctive.
That is who we are and frankly I will argue that's what we've always been even before
IUPUI was established in that kind of commitment. So that frames us up as I go on and discuss
this roadmap. Now as I do the roadmap we're gonna--at this level, talk about the destinations,
the excellence. We're gonna talk about the routes we're gonna take on that and we're
even gonna talk about the mile markers. I'm gonna push this metaphor harder than I usually
do and part of what I'm gonna be interested in is how this works for you in helping you
understand what we're trying to do. We are on a road to a destination of an excellent
education. Of course, we are. That's a commitment all of us who are in the faculty, all of us
in the staff, all of us who are students believe and we believe we need to do that and we have
to improve our educational outcomes. This is a priority for this campus and conversation
after conversation from the budget and planning committee cluster conversations all the time
we focus on this and those of you who heard Scott heard frankly our most passionate advocate
for that. We have to help students succeed. What's the route to that? We have some very
clear steps to that. University College is the prototype of our student success programs.
We have all the things that were mentioned in his presentation, the Bridge Program, the
Summer Academy, the first year thematic learning communities, one after another are those programs
are the route to student success. We have to do that if we're gonna have a quality education.
We do need to recruit diverse high ability students. We're gonna have to work at that
and obviously help them be successful and it was--for those of you who weren't here,
one of the great pieces of data is that we are on a campus where our success with African-American
males, if you put that data out nationally it would stand out as among the highest in
the entire United States in the last year on first year retention. We need to be proud
of that. Although Scott would immediately point out to us the number of students is
too small. So we're succeeding with the ones we have but we do not have enough and so we
do need to be able to do that and one of the pieces we're gonna work out in the next year
is how do we find resources in order to do that. We have increased need based aid on
this campus from near zero and I mean that, to a modest number of millions of dollars.
We have to continue to grow that. This is an area in which we have a gap and we need
to do that. Some of that will need to be through philanthropy. Some of it will be I believe
through reallocation of resources. The RISE initiative has been one of the great developments
that Dr. Sukhatme brought to us bringing together the idea of Research International Service
and Experiential Learning Opportunities and saying that let's make students to two of
those let's put it on the transcript and let's make it part of the IUPUI challenge, rise
to that challenge but it also said let's fund that. And so in this campaign that we're gonna
talk about the Impact Campaign one of the two major priorities is funding scholarships
for the RISE initiative. And how are we gonna do that? We are gonna commit 500 dollars to
every 20,000 dollar endowment for that program. That is a key element in this campaign. It
is I believe gonna be a key part of what we need to do for a quality education to get
to an excellent one. We do need to keep working on incorporating diversity in our teaching
and learning. We have data that shows there's a wide discord in how much that is on this
campus. Our friends in social work virtually every student says it's in virtually every
class. That's not true across the entire campus and we need to keep working on that. And we
need to continue doing one of the great things we've done in this decade which is trying
to improve the quality of campus life. Some of you in this room were here 25 and 30 years
ago and you know there was not only no place for a student to go eat or sit or study with
another student. We didn't have sufficient and accessible parking. We didn't have enough
classrooms. We have a whole--we had a whole gap but what we have done is systematically
work on that. We've improved food service. We still need more. Parents worry they're
sending their student to IUPUI and we don't have a traditional cafeteria kind of plan.
Dawn Rhodes and her team has developed a meal plan and is establishing that but we need
more of that. We do need more housing. As the discussion in the last meeting goes housing
predicts success. This is one of those clear data points, same way that getting involved
in thematically learning communities does. We do need to do something about wellness.
One of the things and everyone who comes from other campuses looks and says where is the
recreation and wellness center? And then someone finds out how much it is and students say
they can't afford it. We're gonna have to keep working on this one. In student programming
we've made dramatic improvements over the last decade. Some of you know that when Vice
Chancellor Whitney left she was able to calculate that when she arrived in the '90s we had 80
student groups. When she left we had over 300. We've made progress. Are we done? No.
As we recruit these high talent students we have to actually provide activities for them
and we want them to be learning activities and that's why they need to be programatic.
So this kind of work is the route that we need to develop to an excellent education.
What are gonna be the mile markers on that? What are we gonna look for in mile markers
on that, and I'll give you a few examples we've got already. We have to talk always
about how we are doing in first year retention. You can't talk about undergraduate student
success and not keep them through the first year. And frankly this is one of the good
news on the campus. Ten percent increase is a very big increase in changing the behavior
frankly of 18-year-olds in a very important time of transition in their life. This is
a step and this part of what University College has done but no one wants to settle for 74
or 75 percent. We wanna keep moving that up. And so we're gonna need to keep working on
that mile marker. This is one of the goals that I--when I came in 2003, I said we needed
to double the number of baccalaureate degrees. We needed to do that for two reasons. One
is I knew that if we doubled baccalaureates we would have to fix a whole series of other
things on campus including having more successful retention, including provide majors, including
a whole series of things that we would have to do. But number two is graduates from IUPUI
are the backbone of Indiana. And that's because we are the campus who has the most Indiana
residents. No campus in the state has these many people undergraduates and graduates from
here. We do--we have to be successful with it. The really good news is we've going up
900 students in the last to 8 years, sort of a 5 percent rate of increase it hasn't
been linear but we've got a 5 percent rate of increase, we have 900 more students graduating
each year than we did when I arrived. We're not doubled yet. But at least we're over 40
percent. We're making progress and every single one of those students count because most of
them stay here and have careers here and lives here and help change us. We also have to think
about our graduate professional programs and talk about what are the mile markers there.
One of the most obvious of which is even though we're so proud that we had the third largest
medical school in America, the second largest multi campus one when we had 288 we supply
over half the physicians in the state and guess what they're retiring because they're
baby boomers. And so the school of medicine made an enormous commitment to grow 12 percent
their class. Frankly, without any additional state funding it was promised and not delivered
and yet they've stepped up and tried to keep the class size up because those graduates
are needed in Indiana. Similar way in the school of nursing, Dean Broome stepped up
and said we don't have enough resources in order to teach enough nursing faculty and
without nursing faculty we're not gonna have enough nurses who practice and take care of
us. And so she along with several of us worked very hard and frankly raised tuition in nursing
to be in the highest undergraduate tuition in the university, alright? But as a result
they've been able to staff and increase dramatically their PhD production. This is critical to
the future. We can do similar kind of mile markers in other parts of the educational
effort. Another important piece of our work is to have academic programs which are vital
and appealing to students. It must succeed because it helps the economy as I'll talk
about later. In 3 years, thanks to the leadership of Dr. Sukhatme we have introduced 23 programs
which are what we call 21st century degrees. They are almost all interdisciplinary, they're
almost all tied to economic development clusters in Indiana, they are almost all targeted at
students who want to change the future. So look at the health and life sciences all in
black up there. This is our core business, and look how many of these programs we've
added in just 3 years. Some of these are really critical for us. Most of us know that we're
not--we are gonna have a physician shortage and one way you deal with that is physician
assistance the other is of course nurse practitioners. We've also added programs in other areas that
relate to our economic development energy engineering, philanthropic studies, obviously
Indianapolis is a major site philanthropy information technology and of course motor
sports engineering. Just a few examples of that kind of connection that helps us provide
the excellent education that we need. We've also tried to improve services and support
for our students. So, some of you who are here four years ago remember the black student
initiative where students said we need a place to come together to reflect our diversity,
to reflect our culture and we set out on the effort to get and create a multicultural success
center which we are fortunate to dedicate just this fall. And opening that, remodeling
Taylor Hall committing a million dollars of cash from the campus, this was a major investment
in order to create that opportunity so we have all of those services now collectively
in one space in a very attractive facility that serves our students, serves our educational
needs and I wanna thank Dr. Durgans the Assistant Chancellor and Zephia Bryant who directs that
Multicultural Center for their leadership. And moving that along, as you all know, who've
done it building buildings, remodeling projects are not easy and they honchoed that one through.
Going from excellent education to excellent faculty, we all know in this room it's critical
to our success that we have recruited and hired and retained and support the faculty
necessary to be world-class to produce the excellent education, that's essential obviously
in what we do. The roots to that are very clear. We have to continue strategic hiring
in areas that support our research and to support our foci and our mission we will need
to continue the support for the under recruitment of under represented faculty and we need to
expand facilities. I don't need to tell almost anyone on this campus we're short of space.
We rent hundreds of thousands of square feet of space which is pretty good evidence we're
short 'cause we're also frugal and we wouldn't be spending it on rent if we didn't need it
and those are important pieces. And one of the kind of mile markers for those who don't
know DP Lupe [phonetic] she is a public scholar we hired a couple of years ago. But the mile
markers are hiring. Following the president's support and commitment in the work that you
all did we hired 100 tenure-track faculty members in the last academic year. All across
the schools medicine roughly half of those which is consistent with its number of faculty
in the overall campus numbers, we hired a nice mix of assistant professors, associate,
and full professors. We did some very effective rating from other places to do that. Interestingly,
20 percent of our hires were from the universities, some of that reflects people who are moving
from clinical into tenure-track, some of it from different campuses, but we've also hired
from a variety of institutions, 39 came--of those outside people came from other AU universities
that's Association of the Highest Research Universities. We had 5 or 6 who came from
international universities including some of the most famous and highest standard. This
is a key part of what we do and I wanna thank all of you who've been involved in hiring.
That is hard work. It's important work and it's truly does make a difference when we
hire. Similarly, the Shruff [phonetic] program, this is a program initiated in 2007 if I'm
remembering correctly, we ran for 3 years. We have committed 800,000 dollars in ongoing
base funding to these diverse faculty and we have been successful in moving up the curve.
Four percentage points increase since Shruff began. We haven't been hiring additional in
the last year and we don't plan to this year but we are planning if all things go well
to reopen it again during the '11, '12 for hires starting in the fall of '12. This is
a program we really value and frankly if the times weren't so tough we would have been
moving resources to it in the last year. But we've been very, very cautious. We're also
watching those faculty success very carefully and Dr. Sukhatme probably should update the
faculty council this year about how's that's gone. We've also received fabulous individual
recommend--recognition of our faculty. And this is one of the metrics, the mile markers
we use. Just as about the last month, Maria Pabon Lopez, I hope many of you know from
law, was selected for the American Law Institute. Marc Overhage is the--at Regenstrief and was
selected for the Institute of Medicine, the most prestigious group in the medical profession
in his recognition. Some of you know others as well who've received great recognition.
Giles Hoyt was given the highest award that can be given to a civilian by the German country.
Rosa-- Rosalie Vermette was given the Highest Intellectual Award from the country of France.
We have other individuals who've received enormously prestigious recon--recognition
in the last year. And it's really important for us to remember that that is one of our
mile markers. Is our--our faculty being recognized by our peers? And the answer is, not only
our peers, they have been recognized by countries which aren't quite our peers I guess. Excellence
in Research, obviously bringing together education and research and the faculty in this particular
topic, we have to continue to advance our achievements.The routes to that overlap. Obviously,
the faculty are critical in this we need to have space for this. We do need to continue
to reco--raise research expectations in their--in the system and reward our research productive
faculty, and that's an important aspect. We do need to continue to develop doctoral programs
related to national and regional priorities partly to find funding but partly to make
a huge difference in our work. We need to continue once again, Shruff. Mile markers
here are good examples of this, the easiest, cleanest and the one that I challenge us to
double. Eight years ago we were sitting and just before it came at two-hundred and two
million and we almost doubled this year. And as I've said before we--owe enormous grat
of data--enormous debt of gratitude to our colleagues who submitted hundreds of research
proposals and produced this level of awards that jumps so far over the previous record.
It's astounding. It's essentially a third increase over the previous record. And this
is truly an enormous achievement by our colleagues. It was--stimulus money did help but it is
not all stimulus money. It doesn't even account for the difference over the previous record
but it is an important step and it's gonna--I think the effect is going forward in a positive
way. We've been very strategic about this, the Signature Center initiative was a strategy
which said let's have the schools and the campus match money to selected programs, give
them an opportunity to have several years of funding in order to launch a new interdisciplinary
program and see how they've done. We've now gone through--we're in the fourth round this
year of the Signature Center. And the grants received by these Signature Centers are over
130 million dollars. Now, we know it's hard to know whether they would have gotten some
of that money otherwise, okay that's just the fact. But what we see is some tremendous
successes in new innovative areas that the campus needs to be developing, energy, regenerative
biology, and systems biology, and personalized medicine, are the--these are the largest grants
received by the Signature Centers and they're in areas of important innovation to us and
important to our future in terms of research. So this kind of investment and this kind of
measurement is a good example again of a mile marker. I also wanted to mention, we said
we needed to recognize our faculty. The Vice Chancellor for Research created the Research
Frontiers Trailblazer Award because my colleagues and chancellors, professors said we need to
do something to recognize associate professors for their excellence because frankly, they
are the people who are most likely to get rated. They are literally people who are succeeding
greatly. They're not yet qualified for the highest national awards and oftentimes somebody
comes looking to them and they don't feel loved. Well, we wanna not only have them feel
loved we wanna recognize the people who are doing great work and Terri Bourus is a great
example, a faculty member which we stole fair and square from IU Kokomo. Who came here,
and within two years was named the General Editor of a new edition of Shakespeare for
the Oxford University Press. Those of you not in English may not realize this, but this
would be putting you in one of the two most prestigious editions of Shakespeare in the
world, edited here at IUPUI, edited by Terri and I'm very pleased that Dr. Voramien [phonetic]
and his colleagues selected her for this recognition. This is a good example of a mile marker, a
good example of our colleagues in liberal arts and the humanities being recognized for
world class work. The International Dimension of Excellence is a key part of what we do.
This slide I find amusing because it's, you know, bilingual. I keep hoping the Chinese
really does say slow and not something else and I haven't had any Chinese speaker correct
me yet. But someone said well why does it say slow? You know, we're sort of a do-it
campus, you know, we're a speedy campus. In international areas, we have been very strategic.
We have not just shot a shotgun off and tried to get as many partnerships as possible. We've
taken a strategic approach to international and the development of excellence in this
area, and we do that by deepening it and focusing much of what we do. Let me give you examples
of key routes the RISE initiative. Once again, remember the I there is international and
we need to continue to develop that and get support. We also have to attract international
students. This is one way we can diversify and bring to those Hoosiers who haven't been
anywhere else the world and we do it with our students that we recruit, and then we
need to as I already said, deepen our strategic partnerships as we move forward. Mile markers
in this area, there are a number of very obvious ones. I just picked one. What about the number
of students who come here to enroll at different--in the shores of the different levels, undergraduate,
graduate, and so forth? We have sort of plateaued frankly and this is an area, I think, that
we need to look at growing. We also have data and I'm not gonna show it to you on the--number
of our students who have international experiences and so forth, and we have an enormous number
of scholars who come here from international countries to visit and learn from us. We are
developing additional partnerships. All of you I hope know well about our Moi partnership
in Kenya. This is in fact, a prototype for the entire world of a great partnership built
on the work that was done by the school of medicine beginning 20 years ago. It's on the
school of medicine at Moi University in its establishment and then it moved in to treating
AIDS and then our colleagues from the rest of the campus got involved and four years
ago we signed a strategic alliance with Moi University and almost every school has gone--had
their dean gone to visit and partners with Moi. It's a perfect example of how you do
things and build on strength. We've now launched a similar relationship with Sun Yat-sen University
in Guangzhou, China since I last gave this update a year ago. I was able to go with Sandra
Petronio, my wife, and a group of colleagues from the Confucius Institute. We visited Sun
Yat-sen. We signed a strategic partnership with them. They are our partner in the Confucius
Institute. Every Confucius Institute has a university in China as well as the Chinese
Government associated with it and we went to the meeting in Beijing as well as signed
that agreement. Already we have students who are going from Confucius Institute and other
relationships there. You should know that just this lunch I was fortunate to host to
governor of Jiangxi Province, the province frankly next door to Guangdong province which
is only a 51-million person province, only has three cities over 6 million people and
only has one top 10 university that's Jiangxi University that I visited last December. They
are extraordinarily interested. They were the guests of the Governor of the State of
Indiana. The Governor has visited them previously last year. The Governor is going next week
to visit them again and we're gonna continue this, exploring this partnership and they
are exceedingly interested in growing that. And we also wanted to show one of our students,
our international students here if you don't recognize Chen Ni, this is IUPUI's first,
NCAA Individual Champion platform diving. This is a woman who's not afraid to go to
the very top platform and does stuff--diving that is just astounding. It's on the website
if you're a diving fun, you should see her. She's also enormously delightful student.
She came here three years ago and didn't speak a word of English. She is finishing her degree.
She's gonna go on to Graduate School to get an education certificate. An enormously charming,
talented, smart, great example of why you want to bring international students here
and recruit those international students. Moving on to the next excellence, it's Excellence
in Health Sciences and Healthcare. This is in the presidents list of priorities and we
at IUPUI agree. This is a key part of what we do and we have always said that we needed
to focus on health and life sciences as you know. The routes here I want--will sound familiar.
There were a series of these principles that appeared in all the other slides and I gave
them all to the deans in the health professions and asked them to rank the top five that they
thought they needed to focus on immediately and these are the ones they focused on. I
want to point out to you that diversity is in that top five. This is a key thing in the
health areas because there are enormous health disparities and there's an enormous shortage
of a diverse health work force that they're focused on. But all of these markers are going
to be critical for them. Routes are going to be critical for them. We have very clear
markers in this and I'm gonna go through this very quickly because a lot of the ones we've
talked about--research dollars and so forth, but I did want to mention several that have
been key markers in health sciences.We made a decision about three years ago to develop
a School of Public Health at IUPUI. It was overdue. It was, as some of you know, I had
this in my first meeting with Craig Brater in 2003 and said, "Why don't we have the school
of public health?" And we have that conversation and I learned about the history, and we made
tentative plans as the opportunity came to develop a school. And the opportunity came.
And we've systematically been developing that. And I'm very pleased to tell you that every
one of the degree programs they need to be accredited has now been approved by the State
of Indiana. Those programs are being launched systematically. We've had movement of faculty,
some of you in this room, into that now Department of Public Health. They are going through their
accreditation as a program. They will soon begin to launch going into a school. And of
course the fabulous news is last summer we received the 20 million-dollar grand from
the Fairbanks Foundation to support the development of a school of public health. And thanks to
Marie Swanson who is the chair of that department and the associate vice chancellor for public
health. That train is moving down the pike. If you want to see a project manager who's
not an engineer, that would be Marie Swanson. She is checking the boxes off and moving us
ahead with the program that we truly are going to be starting it at excellence in the work
that we do. Clarian Health is a key partner. Those of you who don't know the details, Clarian
is the operator of the IU Hospital, Riley Hospital, Methodist Hospital, and about 15
other hospitals around the state. But it is owned, and if it known non-profit can be owned,
by the Methodist Church in Indiana University. And so it is our close partner in healthcare.
And I put this up to suggest to you the scale of Clarian Health. It's not just our three
hospitals although they are large here in town. It is three times the size of the revenue
of Indiana University. This is an enormous operation with significant grant funding.
Now this is off their website, so I'm not sure if they're double counting some of the
grants we've counted on the campus. But that's our key partner in the work that we do in
this campus. The School of Medicine, I listed facilities. Here is my own markers because
the School of Medicine very systematically realizes it has to have facilities in order
to have space for the researchers and their clinicians or it can't grow and they have
a business plan beginning the 1990--in 2000 that they've been working and now we're developing
another one along with the board of trustees talking about investing significantly as in
50 million a year in developing their research portfolio more. The Glick Eye Institute is
the most immediate of these facilities. If you haven't driven down Michigan to the West,
that's the very unusual cool building. If you like glass and yellow glass and clear
glass on a brick and limestone building, that's the Glick Eye Institute. That building is
being built 100 percent with a gift. Marilyn and Eugene Glick gave 20 million to that building
and that's what building it. No state money is involved. They also gave 10 million to
endow the research enterprise. We need to continue to find more supporters of our work
like Eugene and Marilyn. The new Wishard Hospital, if you haven't driven that way, you may not
have noticed the very large fence with all the cool pictures of some people you may recognize,
behind which there is a parking garage. I call it the, you know, the "big sister of
all parking garages." It certainly couldn't be the greatest 'cause the airport has that,
but this is a 2,600-car garage is underway over there. The hospital is underway. That
is a 700-plus-million-dollar hospital. Now, why do I list it with the School of Medicine?
All the faculties, all the physicians at Wishard are our faculty minus about 1 percent. Our
students report routinely, the medical students, and many of the nursing students that this
is the best experience they have in their training. This is a key part of us even though
it's not part of Indiana University. There's a public hospital owned by Health and Hospital
Corporation. Some of you have heard about the Neurosciences Building so many times you
begin to doubt it. There is hope. It is back to the state to be approved. We hope after
today's vote, that's the big vote. We're hoping that it will go back and get approved and
the money will be released. The legislator already funded this building. The money has
never been released because of the recession. And we're hopeful this will be released in
part because Clarian in that neighborhood which is 16th in Senate up near Methodist,
Clarian has just committed to build the office building for Neuroscience, and they've committed
to build the huge Administration Building with a private partner. So, well over 100
million dollars in construction up there which begins to sound like it's time for us to build
this building. This is critical to us. And you need to know there are some worries about
the timing on this because those people, if anyone in here is in the Psych Research Building,
that building will be turned over in three-year--16? 14. Sorry. Earlier than that to the Wishard
project. They need to move. That's the short version of that. Also, I wanted to show you
where in terms of public health, I mentioned Fairbanks already, Silvia Bigatti and Jennifer,
and I don't know if it's Vissel or Wessel, have received the Lilly Award from the company
for their work as well. And it's another great example of the kind of work and progress we're
making in this area. Quickly I want to mention at the bottom, I hope you've read that Clarian
Health is gonna rename itself Indiana University Health in January. They've already announced
the names of the new hospitals. Riley is the only have that isn't gonna have IU, Indiana
University Health first. It's going to be Riley Hospital and then Indiana. But all the
rest will. And that transformation is going to occur in 2011. The other I wanted to mention
this specifically because of something I answered at the faculty council. The master planning
process for health is in fact going to propose a building that would bring together Health
and Rehab Sciences, Nursing, the School of Medicine and Public Health into a single facility.
It will be a big building. And so, one of the--it would be bigger than this building.
And so one of the questions is funding it of course, but that's the vision. And the
reason that's the vision is the fact that healthcare delivery and prevention as Dr.
Swanson would point out, are integrated activities. And we ought to think about that in terms
of education and training that way. I also wanted to show Dean Williams for some of you
who don't know. One of our new colleagues this summer joined us in Dentistry, and he
is here as well because of course they're integrated. They already have facilities in
the hospital areas. And he is out looking to raise funds to help replace parts of their
building which they would point out. I believe President Windsor points out 1933 [inaudible]
one of those buildings. Health and Life Sciences is not, as you well know many of you in this
room just in the health professions, it's across the campus. Kelly does a MBA class
on the business of Life Sciences. The whole center for Law and Health, as for seven different
years, done one on disability, and the law and it's an important research area on the
campus. And in addition, many of you higher individuals who's research may be in sociology
or anthropology or in mathematics, but in fact, are focused on aspects related to health
sciences. And that I think has become one of the real strengths of the campus is that
we see the opportunity for those kinds of connections. As I move on to excellence and
engagement and economic development, this is of course one of the areas that it's very
easy to talk about IUPUI. I won't belabor this because all of you who have been here
know how central this is to what we do. Everything from civic engagement is an overall strategy
service learning. The Talent Dividend is the notion of trying to increase the percentage
of baccalaureate degree holding adults in the community that changes the economics of
that community. The Talent Alliance I'll talk about in a minute looks at education all the
way from birth through career, and that's something we're helping to facilitate here.
The TRIP Initiative, Translating Research into Practice, is a key part of our engagement
strategy. Of course technology transfer. Our health partnerships not only with Clarian
but also with Wishard and other hospitals. And I showed you earlier our Twentieth-First
Century Degree Programs are focused oftentimes almost exclusively it feels like sometimes
on cultural and economic development. My own markers in this area include service learning.
I challenge Bob Bringle to double the number of service learning. I came right here, Bob
doubled it in like the second year, and that you'll notice that you and Bob and the Center
for Service and Learning and our colleagues have made this just a part of the campus.Over
6,000 students a year engage in service learning. This is fundamental and you need to know this
does not count the clinical placements in the health sciences or in social work. So
we've essentially, I mean if you had the social workers, you add another thousand or more
there and you had the medical students, you add 1400 there. You just--I mean the numbers
are astounding on this campus in the degree of engagement. And that I think is one of
the things that the faculty needs to be truly proud of is that you've done this. And you've
made us recognize for that everywhere. If I go anywhere with my pin to an academic event,
they know who it is, we've branded ourselves and they know us for this work and engagement
and the work that Scott's led and the work that Trudy's led in assessment. Everybody
knows us for that. Others will know us for different pieces. They'll know the dental
school or the medical school or they'll know the institute for American thought but engagement
is literally a trademark here. And it's deservedly so. It's one of those I don't even pretend
to be a modest [inaudible] about. We are great at this. And when our colleagues say you should
have won this award the very first time, which we did, our research university did, I took
that as the measure of how much you'll have accomplished in this area. The Talent Dividend
concept as I mentioned is trying to increase the percentage of adults who had baccalaureate
degrees. If we do it in the 50 largest cities in America, the average annual income goes
up 124 billion. In Indianapolis, it goes up 1 percent. We get out 1.3 billion in annual
income. This is why we have to keep growing our baccalaureate degree--responsible for
most of Central Indiana. The talent partnership I mentioned from cradle to career looking
at the entire pipeline of education, this is not an IUPUI--we convened across the entire
community and all of these organizations, I think saved the media, are involved in this
process. We've got non-profits--all the higher institutions, IV Tech is involved the phi--philanthropic
community. I mean it's just amazing, we're all looking at this trying to say how can
we help facilitate. And the reason it's under my own markers is, well, our biggest thing
we've done so far as we've identified 8 metrics, 8 markers of success in this area. Preparation
for kindergarten, graduation from high school, going to the college and graduate in the series
of those markers and that's why I mentioned that. Translating research into practice is
many, many things as Dr. Petronio and our colleagues have established and shared around
the campus. One of them I'll just take an example is tech transfer. I just wanted to
mention two companies that you might not be aware of 'cause they're relatively new and
have been successful in receiving funding recently. Infoton is Professor Dawn and Professor
Molitoris, a new company with a million dollar tech grant. And immune works in their first
clinical trials. This is executive associate dean of the School of Medicine, David Wilkes'
Company. And there are two great examples of people who are doing bench work here on
campus. Clinical work here on campus have spun this out into companies and are in fact
developing new companies and new opportunities. Two very straightforward examples we have
on this campus, hundreds of them that are translating research into practice. And I'll
direct you later to the TRIP website to see some good examples of that. Excellence in
advancement, the president made the point. We need to be able to tell our message, we
need to raise funds through philanthropy. And at IUPUI we agree. The IUPUI impact campaign
kicked off October 9th in the campus center. It was an invitation event for our--some of
our major donors who've been willing to support us in the silent phase of the campaign. We
are now public and so what that means is we actually stood up and said what our goal was,
which had only been whispered and it wasn't finalized until the week before, I believe,
and there was a little worry by some of our colleagues including me what number we would
pick. But the number we chose is 1,250,000,000 dollars. This is only 211 million more than
the last campaign. So, it's conceivable, it's hard work, it's a challenge but we already
have raised 860 million dollars, 613,000 dollars 670. That's 69 percent of the goal. We don't
have 3 years and so I can look at the vice president for the foundation and a couple
of development officers just say, "Why are you here? You should be out raising money."
But I believe we can do this, that's why we set this goal and I believe that the evidence
we've got is the kind of support we've got and already shows that people care about that
goal. That's in the mile markers. I'm going back to make sure I didn't skip anything.
The marketing communication campaign, the impact campaign and that there is a concern
that we have identified as a priority in the last year in the cluster conversations about
communicating internally, and I hope you've noticed there's the desk of the chancellor
every Monday morning. We're trying to provide more information and more facts about what's
going on. We're confronting issues when they come up. If there's a controversy, we talk
about it there. We're trying to get that information out and we're gonna continue to expand that.
So I mentioned the mile markers. We have a really clear mile marker in the impact campaign
month by month we track this. The ad campaign is part of advancement. It's part of getting
the message out. And for several years, we have systematically under the leadership of
vice chancellor Warner and Torrey [phonetic] Brown over there in the corner. Been running
this campaign and I wanna point out for those of you who haven't heard me say this, this
is not an accident, this is a strategy. What the strategy was is that some of you are old
enough to remember the campaign which is why not both. That was running when I came in
2003 and that campaign was designed to teach high school-age students what IUPUI was, that
you can give degrees from either Indiana or Purdue. And why pick going to West Lafayette
or Calumet or picking to go to Bloomington or Richmond, you could come to IUPUI and get
both as your choice. And that campaign worked. It was a brilliant campaign, our students
all know you can get both degrees here now. That's what our name means. That's over. Then
we ran a campaign targeted at young professionals who would come back and get master's degrees
or law degrees or other specialty degrees. And you may have seen some of those ads 'cause
they were targeted to people sort of close to your age group. And they showed young professionals
in the state capital or downtown coming here and getting their degrees. And then our research
showed the young people would say I'm gonna go to IUPUI and get a bachelor's degree or
master's degree and some old fogie my age would say, well, it wasn't very nice when
I went to college which frankly would be true. I went to college in 1967, okay. So it's changed,
it's a totally different place. So how do you do that? So what we've been doing systematically
and the ads is always showing people, always showing the energy, always having the colors
taking in the last few years the impact name to emphasize action and effect and what we
can do to have an impact. And finally Troy and Amy walked in my office and said to me,
"We need you to be in the commercials." Most of you have no reason to know this but early
in my career I taught television. I made a conscious choice I prefer to be the director,
producer, professor, not the talent. I'm serious, I made this choice. They came in and said,
"We need you to do this 'cause we're going over 35," and I said to Troy, "You want me
because you want the old guy to reach out to the older audience, right?" And Troy said
"you understand."So this campaign you've seen 'cause you watch the news, 'cause you drive
down the freeway, young people don't tell me about this campaign. People who are the
age in this room tell me about this campaign. And that's who we wanted. And so what we've
managed to do I believe is show that's it's a vibrant energetic accomplishing campus and
the commercials always are about what we do in terms of our goals, service learning, engagement
in the community, health and life sciences, quality undergraduate, it's some [inaudible].
And so we're gonna measure this and we'll continue to follow this up. But that's the
strategy and that's one of the markers that we have. So literally these are mile markers,
but literally they are also part of what we're trying to do.
Building for excellence, and I'll move through the last--several, fairly quickly 'cause I
don't need to sell anybody. We need space, we need better space and we need it fast.
Alright, so we need to improve the facilities' environment and quality. We need to finish
the master plan. We need to begin to implement that plan. We need these buildings that I've
listed here, and I wanna highlight the science and engineering laboratory building pointing
out the Dean of Science, Bart Ng is here and David Russomanno, the new Dean of Engineering.
This building, you need to know, is a miracle. This is the first building that I've been
able to find that Indiana University has ever built entirely with money from research and
tech transfer. We built them with gifts, we built them with state money, we built them
with combinations. This is literally from the ANGEL learning tech transfer money that
we received and the commitment of those deans and their schools to pay for it with their
research in direct cost. And as result, that building is moving. While others like neuroscience,
which are really important, have been waiting for approval. And I think that's a really
good sign. The sports garage, I didn't even put the gateway garage up here, we all--we
all celebrate the sports garage because that's the next one but some of you found that parking
was not so bad this fall. I know that's a big surprise but the gateway garage worked
and the technology worked, and we're beginning a new garage over near the natatorium. That
project is supposed to begin within a month or so. The design is done. I think it's out
for bid. I'm looking at the people who might know. Close to going out for bid. And they
will start on this and move on. We're pushing them on the price I think which might slow
it down a little bit 'cause we're--we don't wanna overpay for it. And that's important.
And simultaneously, one of the things the master planners have really taken us to task
for is this is not a great campus to walk and bike on. We're making progress on that
and I wanna mention two things very quickly. One is on the Wishard side, the new Wishard
side of campus. I am exceedingly pleased that the landscape architect for Wishard who I
got a chance to meet--class expert and he looked at us and said, we have to work to
make sure that we align what we're doing with Ball Gardens and we make it easy to walk and
to get exercise and to bike and connect to the park trails on that side of the campus
'cause the city parks are talking about trails. And on the other side of campus, on Barnhill,
you know done by the Urban League coming down by science buildings going down by Herron,
that's gonna be the next leg of the Cultural Trail. That's the west leg of the cultural
trail which for those of you who don't live in the design world, you should know what--I
went to a meeting and somebody actually said this. The world's expert and/or national expert
on trail said I have nothing to tell Indianapolis about trails. You are the leader because of
the Cultural Trail and the connection it's gonna make to the Monon and the other trails.
This is--Will Rogers Jr. said this. The cultural trail is gonna become a destination for the
world and it's gonna come through our campus. So we're gonna have biking and walking right
there on our campus on one side and on the other side, and of course I'm plotting to
say, "Can we get someone to connect those two with someone else's resources?" Mile marker
is there. We're gonna need to develop those. They're not fully developed now. This is a
sketch of the master plan. If you don't recognize this part of the campus, it's for good reason.
That's the Campus Center. That's Vermont Street, Indiana University Hospital, the Simon Cancer
Center, the hotel, almost everything else except the natatorium is--doesn't exist. I
teased Dr. Sukhatme 'cause he argued that we needed a tall building, that that's Sukhatme
Hall. The master planner started this by the way, 'cause he was right, we need another
tall building on campus. So--but the master plan I think is really gonna give us an opportunity
to look forward on this. The centrality of information is one of the Excellency's and
the President's initiatives for us. The focus on that I think is on teaching, learning and
research. The mile markers are pretty clear and this is the one that's stunned me. I asked
Becky report on this a couple--a month or so ago. I said, how many students are enrolled
online at IUPUI this fall? 10,000, one third, these are duplicated but one third roughly.
27,000 credit hours is about 9 percent of our credit hours are online. We are already
an online campus. Not a hundred percent or anything but it's an important part. Those
of you who don't know Anna McDaniel in nursing, nursing is here because they were pioneers
online. They had moved online long ago and many of Anna's colleagues have been involved.
She--her role in research looks at using video and games in order to change behaviors, like
young adolescent women smoking is one of her targets. And they just hosted this conference
about a week ago here on the campus. In the research area, there are numerous examples
I could have pulled out. I picked out Andy Saykin who is a great hire in the School of
Medicine. They stole him fair and square from Dartmouth along with about five other people
from other institutions. And he does neuroimaging. This is one of our strengths at Indiana University.
Imaging in general in both campuses, the big campuses, but also neuro and obviously, completely
dependent these days on IT and the work that goes there. We're supposed to be responsible
stewards of our resources. I love this slide for the farm look, the corn, the corn being
there and taking care of the land. We do have to be efficient and effective. We--if this
campus do that through peer review, you know, that we have periodic of our programs. We
do it through the accelerated improvement process trying to get the problems out of
it. And I encourage you if you got some process that makes you crazy in your unit, talk to
Dr. Banta about trying to get that done. The others, the resource planning committee, many
of you know Dawn Rhodes, our vice chancellor for finance administration is chairing that
group and that group is working at looking at the questions of how we can handle the
different distribution of resources on the campus. And I'm gonna ask that committee also
when they finish this current round to develop some mile markers here on efficiency that
we can in fact talk about that we don't have developed at this point and so forth. So what
we've got now is the roadmap directed at the destinations of excellence. We've started
with the key roots. I've focused on the mile markers that we've got so far, the guide poster,
the end points. So, like the doubling degrees to 4400 would be a guide post and we know
where we stand on that. The last thing is the drivers. Who's gonna watch this everyday
and every way. And so as we develop this to the next stage, we're gonna have pull-down
menus. So it's gonna say who's responsible in this area. And this I believe is gonna
be something we'll be able to put up in the web and the individuals will be able to look
and see and follow and understand where we are and where we're going here at IUPUI. But
the short answer I think is that we need to understand we have made enormous progress.
And I wanted to end with this slide because this is actually one of the amazing things
our students have done. Our students got together a year ago and said, "We need some distinctive
student event, like the Little 500 in Bloomington. And they came up with a canoe race on the
canal. This was brilliant. Now, it helped that the first 2 years the weather was fabulous,
okay. So it's established. I think 80 teams or something like that this year?
86 teams--96, okay, even higher. This has become a major thing. This was unimaginable
when I came here. I mean it's just unimaginable. And it's not just 'cause the canal wasn't
so cool, it's just that it wouldn't have happened. And so one of the things I like to do in this
opportunity every year is to remind us how far we have come. We couldn't have sat in
this building. We couldn't have gone to the Regatta. We didn't have the Simon Cancer Center.
We didn't have a Campus Center. We didn't have housing. You can go in your own departments
and look around and see who were the colleagues you have and you didn't--didn't have. There
was no bachelor's in Biomedical Engineering. No department I think since I was here. You
know where retention was in 2003. This has changed, but the only reason it's changed
I think is we have stuck to trying to accomplish the core mission and driven at it and been
willing to make some tradeoffs but we've had to drive at it. And we've never done it just
because somebody gave us all the money to make it possible, hasn't happened. It's been
commitment. So I want to thank you for that because it has changed the IUPUI that I came
to.