P U R D U E U N I V E R S I T Y
West Lafayette, Indiana
TOWARD PREEMINENCE ➤➤
Preamble ➤➤ 1
Mission ➤➤ 2
Vision ➤➤ 5
Goals ➤➤ 6
Strategies ➤➤ 6
Discussion of Strategies,
Action Plans, and Measurements ➤➤ 8
Summary of Responsibilities ➤➤ 18
Peer Institutions ➤➤ 20
Benchmark Measures ➤➤ 21
Assets and Liabilities ➤➤ 22
Summary ➤➤ 24
Purdue University’s School of Civil Engineering
ranks among the largest and most prestigious civil
engineering programs in the nation. With over 11,000
living alumni and with undergraduate and graduate programs
consistently ranked in the nation’s top 5, by US News & World
Report rankings, it is clear that the School has a remarkable
impact on the civil engineering field. With a distinguished
record of research accomplishments, the School has
excelled in discovery. In learning, the School has been
a leader in civil engineering education. And, by
providing exceptional service to the profession, the
state of Indiana, the nation and the world, the
School has an outstanding record of engagement.
While the accomplishments of the
School and its graduates have been
exemplary, we are not satisfied in
simply reflecting upon the past—it
is our job to continue making civil
engineering history. As one of the most
respected and influential civil engineering
programs in the nation, the School must be poised
to take advantage of opportunities that enhance
the effectiveness of its educational program and the
relevance and impact of its research. The School of
Civil Engineering must continue to address the critical
needs of society today and in the future.
The intent of this strategic plan is to fulfill Purdue
University’s obligations as a land-grant institution and to
guide the School of Civil Engineeringto preeminence through a
continuing commitment to excel in discovery, learning, and
engagement. The School is committed to a strategic
process. As such, it will produce regular revisions of this strategic
plan to ensure that the School’s vision, goals and strategies remain
relevant in an ever-changing academic and professional environment.
PURDUE UNIVERSITY ➤➤ CIVIL ENGINEERING STRATEGIC PLAN 1
The School of Civil Engineering’s mission supports those of
the University and Schools of Engineering: preeminence in
discovery, learning, and engagement. The School seeks to foster an
inclusive and diverse environment favorable to discovery—the fundamental foundation
for generating important new insights into engineering problems. The research that
evolves from such an environment contributes immediately to, and is indeed essential
to, achieving preeminence in learning at the undergraduate and graduate levels. At
the undergraduate level, the School seeks to provide a broad-based education and “In our discussion with structural engineers throughout the country,
design experience that prepares students to address complex and multi-faceted Purdue University consistently ranks as one of the top
The School also seeks to empower
civil engineering problems.
students with the fundamental elements to facilitate life- producers of quality structural engineering graduates.”
long learning and professional development. Beyond this, the H. Louis Gurthet ➤➤ President, American Institute of Steel Construction
School’s undergraduate instruction seeks to provide the preparation needed
and impart the intellectual curiosity required for graduate studies and
research as well as for professional practice. At the graduate level, the
School’s mission is to impart the knowledge and provide the intellectual
environment that will foster the highest level of research and critical,
The School is also committed to engagement—the exchange and applica-
tion of knowledge to improve the quality of life by addressing the critical
technical and social problems facing society. This includes working with
our constituents—industry, government, alumni and citizens. The School
interacts with each to identify new and evolving societal problems as well as
providing the time and effort needed to address existing problems. The School
seeks to have this interaction actively pursued by the faculty, and promoted
among the School’s undergraduate and graduate students as a vital component of
their professional career.
Finally, the long-term success of any organization requires a commitment to continuous
quality improvement. The School’s commitment to preeminence must include efforts
to improve its physical and administrative environments. These efforts center on the
aggressive pursuit of opportunities that will ensure the long-term health, visibility, and
vitality of the School.
PURDUE UNIVERSITY ➤➤ CIVIL ENGINEERING STRATEGIC PLAN 3
Purdue University’s School of Civil Engineering continues to face many new challenges
in a rapidly changing professional, educational and institutional environment.
influential trends that impact civil engineering education and
research can be identified.
1 ➤➤ FIRST, the unprecedented advances in technology and the way information is
acquired and processed presents incredible opportunities. The School must continue
to establish processes for quick and effective change of learning approaches and
environment, curriculum and research foci.
2 ➤➤ SECOND, because civil engineering projects involve many technical and
non-technical aspects the School must continue to strengthen its commitment
to interdisciplinary involvement. Such involvement will continue to be a critical
underpinning of successful and prominent Civil Engineering programs in the
3 ➤➤ THIRD, the School must adapt to the changing demographics and
educational needs of students. This includes recruiting talented and diverse
students and faculty—and ensuring that degree programs reflect changing
professional needs. In these areas the School must be proactive, flexible
Purdue University’s School of Civil Engineering strives
to become the preeminent Civil Engineering program
in the nation. The School will continue to make important contribu-
tions to the environment, infrastructure, and economic welfare of Indiana,
the nation and the world. This will be accomplished through strategic efforts
that allow the school to quickly and effectively adapt to the ever-changing
landscape of higher education. Purdue University’s Civil Engineering graduates
must be empowered with the knowledge, skills, and innovative thinking to
facilitate discovery. The School will also seek to conduct, disseminate and apply
relevant and pioneering research to influence engineering practice and the advance
of engineering education and knowledge.
PURDUE UNIVERSITY ➤➤ CIVIL ENGINEERING STRATEGIC PLAN 5
GOALS Since opening in 1874, Purdue has spurred the advancement of the civil engineering
profession, pioneering in transportation, materials, structures, land surveying,
The Goals supporting the School of Civil Engineering’s Mission and Vision and Purdue geotechnical, hydraulics, construction, and environmental engineering. The School
University’s strategic plan are: of Civil Engineering continues to lead as we take up the challenges of the
21st century, ranking in or near the top five each year in national surveys.
PREEMINENCE IN DISCOVERY IN ALL SUBDISCIPLINES
➤➤ GOAL 1:
OF CIVIL ENGINEERING. we aim to become the nation’s
But our sights are set higher:
preeminent civil engineering program in research,
➤➤ GOAL 2: PREEMINENCE IN THE QUALITY AND EFFECTIVENESS OF LEARNING. scholarship, and impact on the profession.
ADDRESS SOCIETAL NEEDS THROUGH ENGAGEMENT WITH
➤➤ GOAL 3:
➤➤ GOAL 4: COMMIT TO CONTINUOUS QUALITY IMPROVEMENT.
The strategies that will be used to reach the School of Civil Engineering’s
strategic goals are as follows:
STRATEGIES CONTRIBUTING TO PREEMINENCE IN DISCOVERY STRATEGIES DIRECTED TOWARD CONTINUOUS QUALITY IMPROVEMENT
Strategy 1 ➤➤ Focus on high-quality, scholarly, high-impact research. Strategy 9 ➤➤ Outcomes assessment.
Strategy 2 ➤➤ Facilitate and encourage interdisciplinary involvement in research. Strategy 10 ➤➤ Provide an environment that encourages collaboration and collegiality
Strategy 3 ➤➤ Expand, coordinate and integrate the research conducted by the School’s affiliated centers, among the School’s faculty.
institutes and organizations. Strategy 11 ➤➤ Promote professional development of faculty and staff.
Strategy 12 ➤➤ Develop a strategic process for future staffing of the School.
STRATEGIES CONTRIBUTING TO PREEMINENCE IN THE QUALITY AND EFFECTIVENESS Strategy 13 ➤➤ Commit to continual improvement of instructional and research infrastructure.
OF LEARNING Strategy 14 ➤➤ Widely disseminate information on School successes and accomplishments.
Strategy 4 ➤➤ Pursue excellence and innovation in learning.
Strategy 5 ➤➤ Develop a new process for curriculum evaluation and improvement.
Strategy 6 ➤➤ Improve the quality and diversity of students.
STRATEGIES ADDRESSING SOCIETAL NEEDS AND CONSTITUENT
Strategy 7 ➤➤ Engage state and national constituencies, the professional community and alumni
in education and research.
Strategy 8 ➤➤ Encourage faculty and student awareness of and involvement in critical societal issues.
PURDUE RANKS 1ST— among U.S. civil engineering programs in number of bachelor’s degrees awarded.
PURDUE RANKS 2ND—among U.S. civil engineering programs in number of doctoral degrees awarded.
PURDUE UNIVERSITY ➤➤ CIVIL ENGINEERING STRATEGIC PLAN 7
DISCUSSION OF STRATEGIES, ACTION PLANS, AND MEASUREMENTS
STRATEGIES CONTRIBUTING TO PREEMINENCE IN DISCOVERY
1 Focus on high-quality, scholarly, high-impact research.
Action Plan: The School will continually explore ways to reduce administrative barriers to interdisci-
The School of Civil Engineering has a strong research program with current active research projects plinary involvement in research. The School will also search for ways to provide incentives for faculty
totaling more than 28 million dollars and annual research expenditures in excess of 12 million to engage in interdisciplinary efforts. These will include giving priority access to space and matching
dollars. This program must be continued and enhanced to ensure that the School’s position as one
funds where appropriate. The School will promote the multidisciplinary nature of its research work as
of the nation’s premier Civil Engineering programs is retained. The discovery generated by research,
a means to encourage future interdisciplinary interactions.
and subsequent dissemination and application of knowledge, advance the profession, engineering
education, and society as a whole. Through archival journal publications, project reports, conference Measurements:
presentations, technical assistance to engineering practice, and content advances in the classroom, ➤➤ The Number, size and impact of multidisciplinary facilities and research projects
the impact of research influences all aspects of the School’s and University’s mission. with interdisciplinary involvement
Externally funded research is critical to the School’s health. It provides financial support for
3 ➤➤ Expand, coordinate and integrate the research conducted by the School’s
graduate students and faculty, keeps a research focus that is responsive to the needs of the society,
and supports the School’s and University’s operation by providing indirect cost return. Funded affiliated centers, institutes and organizations.
research enhances the School’s national and international reputation and directly affects the quality
The School of Civil Engineering School has numerous affiliated centers and organizations including
of graduate students and faculty attracted to the School. To this end, care must be taken to ensure
the Center for Advanced Cement-Based Materials (CACBM), Environmental Sciences and Engineering
that funded research is scholarly, high impact, and from a diverse set of funding agencies. This will
Institute, Indiana Clean Manufacturing Technology and Safe Materials Institute (CMTI), Indiana Local
ensure that the aggregate impact of the School’s research covers the broad spectrum of societal
needs. Unfunded research must also be encouraged when possible, allowing faculty and students Technical Assistance Program (LTAP), Indiana Water Resources Research Center, Institute for Safe,
to pursue highly innovative ideas. Later, these ideas may serve as a seed for exciting new research Quiet and Durable Highways, Joint Transportation Research Program (JTRP), Midwest Hazardous
directions. Substance Research Center, Multidisciplinary University Research Initiative (MURI) Research Center,
North Central SUPERPAVE Center, Purdue Air and Waste Management Association. Additional
Action Plan: The School will provide an environ-
centers will be added as the School’s research portfolio continues to expand. These centers provide
ment that supports the funded and unfunded
a focus for research and dissemination activities, and can play a key role in achieving the School’s
research efforts of the faculty and encourages
educational and research goals. Over the years, and for a variety of reasons, faculty interest and
the dissemination and application of findings.
involvement have fluctuated in some of these centers and their direction has not been adequately
The Head will provide an annual assessment of
integrated with School’s and University’s mission. There is an opportunity to better utilize and
the School’s research and publication efforts and
coordinate the resources and direction of these centers to improve overall visibility and impact
discuss directions for future growth and improvement
of their work.
with the faculty, Civil Engineering Advisory Council,
the Dean of Engineering and other constituents Action Plan: As a key first step to coordination and integration of the School’s centers and
as appropriate. programs, the School will explore administrative alternatives that will seek a common (by interest
area), cooperative organizational structure. This common structure will facilitate cooperation among
centers and programs and integrate center work with the School’s goals. As an example, a Center
➤➤ The number of research projects
for Transportation Studies could be created to coordinate centers and programs with a transportation
➤➤ Diversity of funding sources by funding agency
orientation and a Center of Environmental Studies could do the same for centers and programs
➤➤ Quantity of external funding
focused primarily on environmental issues.
➤➤ Number of peer-reviewed journal publications
➤➤ Impact of publications as measured by citations, awards, and recognition by others in the field Measurements:
➤➤ Number of school faculty and students actively involved in center and program activities
2 ➤➤ Facilitate and encourage interdisciplinary involvement in research. ➤➤ Quantifiable extent to which centers, institutes, and programs support the goals of the School
2 Civil Engineering is inherently multidisciplinary with sub-disciplines that have natural connections to
other areas of engineering and the physical and social sciences. While the School of Civil Engineering
➤➤ Number and dollar amount of research conducted at centers, institutes, and programs
has a history of collaboration, the level of collaboration can be significantly increased. There are
obstacles to collaboration including the physical proximity of space and institutional barriers. Also,
faculty may have long-running access to funding sources that have not stressed interdisciplinary
involvement—creating an historical pattern that must be overcome.
PURDUE UNIVERSITY ➤➤ CIVIL ENGINEERING STRATEGIC PLAN 9
DISCUSSION OF STRATEGIES, ACTION PLANS, AND MEASUREMENTS
STRATEGIES CONTRIBUTING TO PREEMINENCE IN THE QUALITY AND
EFFECTIVENESS OF LEARNING
4 ➤➤ Pursue excellence and innovation in learning.
4 The School of Civil Engineering currently provides a quality learning experience. With an extensive
co-op program and numerous internships, the School offers students an excellent opportunity to
prepare themselves for professional practice. However, engineering education and learning is quickly
moving in new and exciting directions. The faculty must seek to continually improve their teaching
in an effort to increase student interest and subject matter retention. As part of this effort, instructors
must become familiar with and adopt new learning techniques and instructional innovations (such
as cooperative learning, effective use of new instructional media and web-based technologies).
The role of out-of-classroom education must also be expanded. This includes, but is not limited to,
student projects and national competitions such as the concrete canoe, steel bridge, and others. Measurements:
With proper faculty supervision, these activities provide a rich learning experience that goes far ➤➤ Quantifiable assessment of the curricula using feedback from the School’s Advisory Council,
beyond what can be taught in the classroom. Student Advisory Council, alumni, employers, and faculty members from other universities
➤➤ Number of students studying abroad and quantifiable assessment of the quality of their
Action Plan: Conduct an annual, one-day workshop for faculty on innovative learning techniques.
Have faculty write a one-page reflective statement after each course taught discussing techniques
➤➤ Number of students involved in internship and co-op programs
that worked well, those that did not, and innovations introduced in the course. Provide increased
support for student projects and other out-of-classroom activities.
6 Improve the quality and diversity of students.
➤➤ Student evaluations of instructors As one of the nation’s elite civil engineering programs, the School has an obligation to the State of
➤➤ Quantifiable feedback from the School’s Student Advisory Council Indiana and the nation to ensure that its graduates are among the best in the world. While the quality
➤➤ Quantifiable feedback from students, faculty and employers of students admitted into the School’s undergraduate and graduate programs in recent years has been
good—efforts must be made to ensure that the talent pool of students seeking admission remains
consistently high through time-trend fluctuations in the number of students with engineering interests.
5 ➤➤ Develop a new process for curriculum evaluation and improvement.
5 With changing professional needs and expectations, the introduction of new technologies, changing
student demographics, and new learning techniques, the era during which university curricula could
Also, to ensure a rich educational environment and to better prepare its graduates, the School must
undertake efforts to provide for a diverse, inclusive student body that reflects population demographics.
remain relatively unchanged for years has past. In today’s learning environment, curricula must impart Action Plan: Appoint a Diversity Action Committee in the School to address gender, multicultural
strong fundamentals while evolving quickly to provide the highest quality of education. This evolution and other diversity-related issues. Increase the quality and diversity of the student talent pool by
must go beyond changing course content—to include the addition and deletion of required and aggressively promoting the School to prospective students. This will include a complete redesign of
optional courses, the number of credits required for graduation and the number of credits required all School promotional materials and the School’s website to improve navigation and maintaining it
in general areas of study (e.g., humanities, engineering, etc.). Flexibility must also be provided in the to ensure information is up to date. Also, the development of new recruiting presentation packages to
curriculum to account for Co-op and internship experience and to encourage study abroad. In today’s be given at conferences, on-campus recruiting venues, and site visits to historically black colleges and
global environment, study abroad provides a rich educational experience that pays dividends through- universities and other venues that offer opportunities to increase the quality and diversity of students.
out one’s career. In summary, the School of Civil Engineering must aggressively pursue curriculum Along these lines, fundraising for scholarships and fellowships must be aggressively pursued to allow
reform to ensure that its graduates continue to be among the nation’s very best. the School to attract the very best students. Finally, a revision of the School’s admission policies to
ensure that students are both highly motivated and qualified to undertake civil engineering studies
Action Plan: Form a new committee (Curriculum Reform Committee) to completely review the
at the level of the nation’s elite universities.
School’s curriculum and report to the faculty with recommendations for change. The charge of this
committee will be to recommended curriculum changes that will improve the preparedness of the
School’s graduates, ensure that instructors have a passionate interest and expertise in the courses
they teach, encourage study abroad, and make certain that the curriculum is both effective in its
dissemination of knowledge and efficient in its use of faculty resources. Also, appoint a faculty
person to coordinate study-abroad initiatives in the School.
PURDUE UNIVERSITY ➤➤ CIVIL ENGINEERING STRATEGIC PLAN 11
DISCUSSION OF STRATEGIES, ACTION PLANS, AND MEASUREMENTS
Measurements: 8 ➤➤ Encourage faculty and student awareness of, and involvement
Number and proportion of women and historically underrepresented minority students
in graduate and undergraduate programs
Quantifiable assessments of admitted students including grade point averages
8 in critical societal issues.
As a land-grant institution, Purdue University has a service obligation to the State of Indiana and to
the nation. As such, it is important that the School of Civil Engineering develop a reward structure
and performance on achievement tests (SAT, GRE)
that encourages faculty and student involvement in matters of critical concern to society. For faculty,
➤➤ Quantifiable feedback from students and the professional community with regard
this involvement includes activities relating to state and national needs, involvement in professional
to the quality of graduates
societies at local, state and national levels and engaging in research that addresses societal needs.
➤➤ Number of scholarships and fellowships available in the School
For students, it is important that they start a life-long commitment to local, state and national service
and to professional society involvement.
STRATEGIES ADDRESSING SOCIETAL NEEDS AND CONSTITUENT ENGAGEMENT Action Plan: Emphasize the service component of faculty resumes (where involvement in societal
issues is typically emphasized) and have faculty write a one-page summary of the relevance of their
service activities in addressing societal issues. Provide space, financial support and coursework credit
7 Engage state and national constituencies, the professional community,
and alumni in education and research. for student activities that help start a tradition of service to society. An example of this is the current
Engineering Programs in Community Service (EPICS). Also, provide incentives to encourage faculty
Civil Engineering touches every aspect of society and the School has an obligation to ensure that its involvement in these activities.
educational and research programs remain responsive to societal needs. It is thus important that the
School of Civil Engineering work closely with, and involves its state and national constituents (which
➤➤ Extent of faculty involvement in professional societies, national committees,
include all levels of governmental agencies), the professional community (from small businesses to
conference organization and editorial boards
multinational corporations), and its large alumni and patron base.
➤➤ Number of students involved in professional societies and professional activities
Action Plan: Continue the role of the School’s Advisory Council (which is composed of prominent directed toward addressing societal needs
alumni and business leaders). Expand its use as a resource for providing suggestions for more effec-
tively engaging state and national constituencies, the professional community, and alumni. Develop
a list of state and national officials, business and corporate representatives and alumni willing to STRATEGIES DIRECTED TOWARD CONTINUOUS QUALITY IMPROVEMENT
review and suggest new School initiatives. This will also be used to promote community involvement
in undergraduate and graduate curricula. Faculty will be encouraged to use these people as a resource
9 Outcomes assessment.
in their instruction and research activities.
The continued success of any organization depends monitoring outcomes (student preparation
and success, research and professional impact, and so on). This monitoring involves collecting
➤➤ Quantitative feedback from state and national constituents, professional community, alumni
and reacting to feedback from constituents including industry, state agencies, alumni and students.
and Advisory Council on the School’s initiatives and the quality of its programs
In recent years the school has conducted a number of surveys to collect information that is used
➤➤ Number and impact of direct involvement of constituents in classroom activities and the
for outcomes assessment including the quality and effectiveness of the curriculum, the success and
School’s strategic planing processes
needs of graduates, and the needs of industry and the profession. The School must continue to collect
input from all of its constituents and use this input to improve the preparedness of its graduates.
Action Plan: Continue the outcomes assessment mechanisms now in place in the School. Create
a new committee to ensure that surveys of constituents are conducted on a regular basis and that
this information is conveyed to faculty for action.
➤➤ The number and impact of changes implemented as a result of outcomes assessment
PURDUE RANKS 3RD ➤➤ among U.S. undergraduate civil engineering programs (U.S. News & World Report, 2002)
PURDUE RANKS 5TH ➤➤ among U.S. graduate civil engineering programs (U.S. News & World Report, 2002)
PURDUE UNIVERSITY ➤➤ CIVIL ENGINEERING STRATEGIC PLAN 13
DISCUSSION OF STRATEGIES, ACTION PLANS, AND MEASUREMENTS
10 ➤➤ Provide an environment that encourages collaboration and collegiality needed for the School to seek new faculty to fill positions as they become available. In developing
10 among the School’s faculty.
Collaboration and collegiality among the School’s faculty are critical to all areas of the School’s suc-
such a plan, the School must consider opportunities, needs, and the quality of the subdisciplines
within Civil Engineering. The possibility of non-tenure track positions (instructors and research profes-
sor) must also be considered to ensure that preeminence in instruction and research are achieved
cess. Unfortunately, because of the strongly defined subdisciplines that characterize Civil Engineering,
in an efficient and cost-effective manner. Above all, the School must seek to hire individuals that
natural collaborative and collegial divisions can easily form. These divisions, if allowed to become
enhance diversity and are of exceptional quality.
institutionalized, can have a significant negative impact on education, research and all of the School’s
activities. Finally, chaired professorships are critical to recruiting and retaining outstanding faculty.The School
currently has 5% of its faculty in chaired positions. A goal of having 20% of the faculty in chaired
Action Plan: The School will review its administrative structure and space-allocation policies to
positions is reasonable and comparable to the targets set by some of the top civil engineering
facilitate collaborative and collegial interactions among faculty. The School will also pursue curricu-
programs in the country.
lum revisions that encourage collaboration and collegiality among the faculty.
Action Plan: The School will produce an annual staffing plan. The School will also produce an
annual assessment of support staff to assess needs and to identify efficiency improvements and
➤➤ Number of collaborative research projects
➤➤ Number of collaborative instructional efforts
➤➤ Quantifiable assessment of the faculty collegiality through feedback from faculty, Measurements:
students and staff ➤➤ Improvements in faculty quality as measured by national rankings, research productivity,
and instructional effectiveness
11 Promote professional development of faculty and staff. ➤➤ Effectiveness of staffing will be measured with quantifiable feedback from faculty, students
Faculty career progress has been traditionally marked by promotion through the ranks of assistant, ➤➤ Number and percentage of faculty with chaired professorships
associate and full professor. While these promotion milestones serve to chart one’s professional
development, there is a potential to become narrowly focused on certain career aspects that may
13 Commit to continual improvement of instructional and research infrastructure.
limit long-term professional development. It is imperative that faculty members are made aware of
and given the opportunities to have their careers evolve in the many exciting directions that academia The School of Civil Engineering currently occupies over half of one of the largest buildings (Civil
offers. Such career development brings recognition to the individual faculty member and to the Engineering Building) on Purdue University’s West Lafayette campus. However, in terms of quantity
School. It is also critical that the professional development of the school’s staff be carefully and quality, the School’s current space is inadequate. This is an acute problem that it is limiting
considered to ensure efficient and effective administration of the School. research opportunities and the recruiting and retention of faculty and students. Needs exist in many
areas including a critical need for a large-scale materials and structural testing facility (construction
Action Plan: In annual meetings with individual faculty, the School Head will review faculty career
to be completed in 2003). Space-related problems are being faced by all of Purdue’s Schools of
development and encourage faculty to think strategically about their career choices. On an annual
Engineering. Significant relief is expected as the University embarks on a major capital expansion in
basis, faculty will give a one-page description of their career direction and objectives. The staff will
the coming decade. As additional space is made available elsewhere on campus through construction,
be asked to identify opportunities for professional development and growth. Resources will be provided
the School of Civil Engineering will be able to occupy more of the existing Civil Engineering building
for classes, conferences and other activities to help staff professional development.
(this is estimated to occur in 2005). This will create a need for major renovation in the existing build-
Measurements: ing in addition to the construction of a large-scale testing facility.
➤➤ Quantitative assessment of individual faculty involvement in editorial work, curriculum
Action Plan: Continue to raise private funds to pay for construction of the large-scale testing
development, administrative work (University, College, and School), service to the
facility (Bowen Laboratory for Large-Scale Civil Engineering Research) and to renovate the existing
profession (conference organization, activities in professional societies), mentoring
Civil Engineering building. Develop short-term plans to better utilize existing space until significant
of students and junior faculty, and other measures of professional stature and recognition
increases in assignable square footage become available.
➤➤ Number of short-courses and career-enhancing opportunities pursued by staff
➤➤ Dollar value of funds raised toward capital projects (construction and renovations)
12 Develop a strategic process for future staffing of the School.
➤➤ Short-term increases in assignable space achieved through better utilization of current
To maintain and improve its national and international reputation, the School must continually identify space
areas of opportunity for future faculty and staff hires. A faculty-hiring plan that is updated annually is
PURDUE UNIVERSITY ➤➤ CIVIL ENGINEERING STRATEGIC PLAN 15
DISCUSSION OF STRATEGIES, ACTION PLANS, AND MEASUREMENTS
14 ➤➤ Widely disseminate information on School successes and accomplishments.
14 The School of Civil Engineering’s reputation depends on its visibility as well as its preeminence
in learning and discovery. With a large alumni base and a long history of excellence, Purdue’s
civil engineering program has good national visibility. However, in today’s rapidly evolving
information-based society, it is not enough to rely on word-of-mouth and other traditional
means of disseminating information about the program’s quality and improvements. The
School must undertake a coordinated promotional and marketing program. Such a
program will have trickle-down benefits that will improve virtually every aspect of
“State-of-the-art facilities in which students and faculty can work—
the School. such as the new Bowen Laboratory for Large-Scale Civil Engineering
Action Plan: The School will hire professionals to develop new ideas, promotional
Research—are essential to the discovery that keeps Purdue
materials, web sites, and marketing strategies. The School will work more closely
with news organizations on campus to disseminate information on the School’s at the forefront of technological innovation.”
research and instructional successes.
FRED MANNERING ➤➤ Head, School of Civil Engineering
➤➤ Number of revised promotional brochures
➤➤ Civil Engineering program rankings (for example, US News and World Report)
➤➤ Number of newspaper/magazine articles and television stories
➤➤ Number of hits on the School’s Web site
PRESIDENT MARTIN JISCHKE
AND FRED MANNERING, HEAD
SCHOOL OF CIVIL ENGINEERING
“The expansion and renovation of the
Civil Engineering facilities at Purdue
will enable us to attract the brightest
students and faculty to our campus. We intend to be the #1 Civil
Engineering Program in the nation.”
MARTIN JISCHKE ➤➤ President, Purdue University
PURDUE UNIVERSITY ➤➤ CIVIL ENGINEERING STRATEGIC PLAN 17
SUMMARY OF RESPONSIBILITIES
The following table provides a summary of responsibilities for the 14 strategies of
this strategic plan. The School Head will have responsibility for all strategies. The
implementation of these strategies involves the creation of four new committees:
the Diversity Action Committee, the Strategic Initiatives Committee, the Curriculum
Reform Committee and the Outcomes Assessment Committee.
STRATEGIES CONTRIBUTING TO PREEMINENCE IN DISCOVERY STRATEGIES ADDRESSING SOCIETAL NEEDS AND CONSTITUENT ENGAGEMENT
STRATEGY RESPONSIBILITY STRATEGY RESPONSIBILITY
Strategy 1 ➤➤ Focus on high-quality, scholarly, –Entire faculty Strategy 7 ➤➤ Engage state and national constituencies, –Advisory Council
high-impact research the professional community and alumni –Entire faculty and staff
in education and research.
Strategy 2 ➤➤ Facilitate and encourage interdisciplinary –Entire faculty
involvement in research Strategy 8 ➤➤ Encourage faculty and student awareness –Advisory Council
of and involvement in critical societal –Student Advisory Council
Strategy 3 ➤➤ Expand, coordinate and integrate the –Strategic Initiatives Committee issues. –Curriculum Reform Committee
research conducted by the School’s –Center and program directors –Entire Family
affiliated centers, institutes and
STRATEGIES DIRECTED TOWARD CONTINUOUS QUALITY IMPROVEMENT
STRATEGIES CONTRIBUTING TO PREEMINENCE IN THE QUALITY AND
EFFECTIVENESS OF LEARNING Strategy 9 ➤➤ Outcomes assessment. –Outcomes Assessment Committee
–Entire faculty and staff
Strategy 4 ➤➤ Pursue excellence and innovation in –Student Advisory Council Strategy 10 ➤➤ Provide an environment that encour- –Entire faculty and staff
learning –Entire faculty ages collaboration and collegiality
among the School’s faculty.
Strategy 5 ➤➤ Develop a new process for curriculum –Curriculum Reform Committee
evaluation and improvement –Advisory Council Strategy 11 ➤➤ Promote professional development of –Entire faculty and staff
–Student Advisory Council faculty and staff. –Assistant to the Head
–Entire faculty and Staff
Strategy 12 ➤➤ Develop a strategic process for future –Strategic Initiatives Committee
Strategy 6 ➤➤ Improve the quality and diversity of –Diversity Action Committee staffing of the School.
students –Advisory Council
–Student Advisory Council Strategy 13 ➤➤ Commit to continual improvement of –Advisory Council
instructional and research infrastructure. –Student Advisory Council
–Entire faculty and staff
Strategy 14 ➤➤ Widely disseminate information on –Advisory Council
School successes and accomplishments. –Entire faculty and staff
PURDUE UNIVERSITY ➤➤ CIVIL ENGINEERING STRATEGIC PLAN 19
With a vision to become preeminent, the School
of Civil Engineering will compare itself to other BENCHMARK MEASURES
flagship civil engineering programs of comparable
quality, stature and size in terms of faculty and Consistent with Purdue’s university-level benchmarking, in assessing progress toward preeminence,
student numbers. The selected peer institutions the following benchmarking measures will be used to compare the School of Civil Engineering to
are a subset of the peer institutions identified civil engineering programs at peer institutions:
for Purdue’s university-level benchmarking with
one additional school added. The selected ➤➤ Undergraduate enrollment per FTE (full-time equivalent) faculty
peer institutions are: ➤➤ Graduate enrollment per FTE faculty
➤➤ Faculty teaching load (courses and student credit hours per FTE)
➤➤ Sponsored funding per FTE faculty
➤➤ Georgia Institute of Technology ➤➤ Percent of graduate students supported by research
➤➤ Percent of graduate students supported by teaching assistantships
➤➤ Massachusetts Institute of Technology ➤➤ Graduate Record Exam (GRE) scores of graduate students (applicants and enrolled)
➤➤ Faculty salaries by rank
➤➤ University of California : Berkeley ➤➤ Dollar amount of graduate assistant stipends
➤➤ Undergraduate and graduate class sizes
➤➤ University of Illinois : Urbana-Champaign ➤➤ Private giving and endowment value
➤➤ Number of chaired and distinguished professorships
➤➤ University of Michigan ➤➤ Number of research centers and dollar value of work
➤➤ University of Texas : Austin OUTPUT MEASURES:
➤➤ National ranking of undergraduate and graduate programs
➤➤ Number of undergraduate degrees granted per year
➤➤ Number of M.S. and doctoral degrees granted per year
➤➤ Number of scholarly publications per FTE faculty
➤➤ Number of students involved in scholarly publications
➤➤ Number of citations of faculty research work per FTE faculty
➤➤ Career and advanced study placement of graduates
➤➤ Demography of underrepresented populations (students, faculty, staff)
➤➤ National academy and other prestigious memberships/awards
➤➤ Participation rate of alumni as donors to the School
PURDUE UNIVERSITY ➤➤ CIVIL ENGINEERING STRATEGIC PLAN 21
ASSETS AND LIABILITIES
To implement this strategic plan, it is important that the assets and liabilities of
the School be articulated so that the goals of the plan can be effectively pursued.
Purdue University’s School of Civil Engineering has many assets that will increase
the likelihood of successfully implementing this strategic plan. However, it also
has liabilities that need to be overcome.
Alumni base. With over 11,000 living alumni, the School of Civil Engineering has one of the Facilities. There is a short-term problem with the quantity of space. A significant increase in assignable
largest Civil Engineering alumni bases in the nation. This is an incredible resource to assist the School space is due to come on line in 2003 with the completion of the Bowen Laboratory for Large-Scale Civil
in achieving its goals. Engineering Research.
Reputation. Purdue’s School of Civil Engineering School has an outstanding national and international Size of metropolitan area. Purdue University’s location in a comparatively small metropolitan
reputation and its graduate and undergraduate programs consistently rank among the best in the nation. area can be problematic for recruiting and retaining some talented students and faculty. While there are
The School’s reputation for excellence gives it access to opportunities that few institutions enjoy. many advantages of such a setting, difficulties in spousal placement, achieving diversity, and other issues
common to smaller metropolitan areas are a constant concern.
Student talent pool . Purdue University is the state of Indiana’s flagship technological university
and one of the nation’s most respected institutions. This makes it the school of choice for some of the
most talented students in the State and nation. The School has an exceptional talent pool of students
from which to draw.
Faculty. Several studies have ranked the School’s faculty among the most distinguished in the nation.
With many recent additions to the faculty, the School now has a new cadre of talented young professors
to blend with the more established professors that have been the mainstay of the School. The mix of
outstanding young talent and experience that currently characterize the School’s faculty is unusual and
points to a very bright future.
Affiliated centers. The School of Civil Engineering’s affiliated centers and programs act as a critical
focal point for research direction and funding. These centers add significant strength to the School and
have the potential to provide significant support for School’s strategic initiatives.
Development office. The School of Civil Engineering and its development office has a long tradition
of planning and hosting events to connect with alumni and encourage their philanthropic involvement with
the School. The development office is well positioned to support the School’s new initiatives.
11,000+ ➤➤ Number of living Purdue civil engineering alumni.
$28M+ ➤➤ Value of active research in the School of Civil Engineering, with $10M+ in annual expenditures.
PURDUE UNIVERSITY ➤➤ CIVIL ENGINEERING STRATEGIC PLAN 23
Purdue University’s School of Civil Engineering
is one of the strongest and most prestigious Civil
Engineering programs in the nation. To build upon
its outstanding reputation, the School recognizes the need to
evolve. Therefore, it is committed to a policy of continual
improvement that will further enhance its prestige and
reputation. This strategic plan provides a basis for
improving the School. It includes four goals and 14
strategies aimed at short- and long-term school
improvements and provides action plans that will
be used to achieve these goals. The plan also
includes a discussion of the School’s mission,
vision, assets, and liabilities.
For this strategic plan to be successful the
School must recognize the dynamics involved
as unexpected opportunities and challenges
present themselves. These dynamics necessi-
tate that the strategic plan be revised on a
regular basis. The School of Civil Engineering
is committed to the strategic process and will
regularly revise its strategic plan to respond
to progress, opportunities and challenges to
continue to provide vision and direction for
future growth and improvement of the School.
PURDUE UNIVERSITY ➤➤ CIVIL ENGINEERING STRATEGIC PLAN 25
TO FIND OUT MORE…CONTACT ➤➤
Dr. Fred Mannering Don Fry
Professor and Head
School of Civil Engineering
Director of Development
School of Civil Engineering
1284 Civil Engineering Building telephone (765) 494-2236
TOWARD PREEMINENCE ➤➤
West Lafayette, IN 47907-1286 email@example.com
telephone (765) 494-2166