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[C. Bantz]What I\'m going to do is to talk about a roadmap to the future, but I\'m also going to, in the process obviously, reinforce what path we have taken and how we\'ve come so far and frankly an easy example. This building we\'re all in 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 goals and priorities and to make it, I think very, very clear about what kind of roadmap we have. Now this I want you to know is not MapQuest. It\'s not going to get you to the littlest neighborhood on the campus, but what it is going to do is provide an overall framework that we\'re going to keep working on over the next year to provide more and more detail, more and more guidance, about how we\'re moving towards our goals.

But the framework for these goals is, in fact,going to be the president\'s 10 Principles of 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 going to lay out in this speech and in the 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.

[C. Bantz]Now as I do the roadmap we\'re going to--at this level--talk about the destinations, the excellence. We\'re going to talk about the routes we\'re going to take on that, and we\'re even going to talk about the mile markers. I\'m going to push this metaphor harder than I usually do, and part of what I\'m going to 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 [Evenbeck] heard 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. Those programs are the route to student success. We have to do that if we\'re going to have a quality education.

We do need to recruit diverse high-ability students. We\'re going to have to work at that and obviously help them be successful and it was--for those of you who weren\'t here for Scott’s presentation, 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, would make us 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.

One of the pieces we\'re going to 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. [Uday] Sukhatme brought to us--bringing together the idea of research, international, service learning, and experiential learning opportunities--and saying that, let\'s make students do 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 says, let\'s fund that. And so we\'re going to talk about the Impact Campaign, where one of the two major priorities is funding scholarships for the RISE initiative.And how are we going to do that? We are going to commit 500 dollars to every 20,000 dollar endowment for that program. That is a key element in this campaign. It is, I believe,going to be a key part of what we need to do for a quality education to get to an excellent one.

[C. Bantz]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 have it so that 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 had a 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 have developed a meal plan and are establishing that, but we need more of that. We do need more housing. As the discussion in the last meeting shows: housing predicts success.This is one of those clear data points. Same way that getting involved in themed learning communities does.We do need to do something about wellness. Everyone who comes from other campuses looks and says, where is the recreation and wellness center? And then someone mentions the National Institute for Fitness and Sport,finds out how much it is, and students say they can\'t afford it. We\'re going to 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 [Karen] 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 programmatic.

So this kind of work is the route that we need to develop toward an excellent education. What are going to be the mile markers on that? I\'ll give you a few examples of what 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 items on campus. Persistence first to second year for first-time full-time beginners is a 10 percent increase, which is a very big increase in changing the behavior of 18-year-olds in a very important time of transition in their life.

This is a step, and this is part of what University College has done, but no one wants to settle for 74 or 75 percent retention. We want to keep moving that up. And so we\'re going to need to keep working on that mile marker.

This is one of the goals that I--when I came in 2003, said we need to do: double the number of baccalaureate degrees conferred.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 providing attractive 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 that has the most Indiana residents. No campus in the state has this many people as undergraduates and graduates from here. We do--we have to be successful with it. The really good news is we\'ve gone up 900 students in the last 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.

[C. Bantz]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 multicampus one when we had 288 as the entering class--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 by 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. Similarly in the School of Nursing, Dean [Marion] Broome stepped up and said we don\'t have enough resources for nursing faculty, and without nursing faculty we\'re not going to have enough nurses who practice and take care of us. And so she, along with several of us, worked very hard and raised tuition in nursing, so that it is the highest undergraduate tuition in the university.But as a result, they\'ve been able to staff and increase dramatically their Ph.D. 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 [on the slide]. 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 are going to have a physician shortage, and one way you deal with that is physician assistants. The other is, of course, nurse practitioners. We\'ve also added programs in other areas that relate to economic development: energy engineering, philanthropic studies (obviously, Indianapolis is a major site for 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. Some of you who were 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 want to thank Dr. [Ken] Durgans, the Assistant Chancellor [for diversity, equity, and inclusion] and Zephia Bryant,who directs the Multicultural Center, for their leadership. And moving that along. As you all know, remodeling projects are not easy, and they honchoed that one through.

[C. Bantz]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 supported 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 recruitment of underrepresented 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, because 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 another kind of mile marker is hiring. (For those who don\'t know,Modupe Labode [pictured on the slide] is a public scholar we hired a couple of years ago). With the president\'s support and commitment,and 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, associate, and full professors. We did some very effective raiding from other places to do that. Interestingly, 20 percent of our hires were from the university.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 from other AAU universities (that\'s the association of the highest research universities).We had 5 or 6 who came from international universities, including some from the most famous and highest standards. This is a key part of what we do, and I want to 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.

Similarly, the SRUF[Support for the Recruitment of Underrepresented Faculty ]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 SRUFbegan. We haven\'t been hiring additional faculty 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 2011-12 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 the success of those faculty 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 recognition of our faculty. This is one of the metrics, the mile markers we use.Just last month, Maria Pabon Lopez, I hope many of you know from law, was selected for the American Law Institute. Marc Overhage is 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. Rosalie Vermette was given the highest intellectual award from the country of France. We have other individuals who\'ve received enormously prestigious recognition in the last year. And it\'s really important for us to remember that. That is one of our mile markers. Is our faculty being recognized by our peers? And the answer is, not only our peers, but they have been recognized by countries. Excellence in research, obviously bringing together education and research and the faculty in this particular topic, we have to continue to advance our achievements.

[C. Bantz]The routes to Excellence in Research overlap. Obviously, the faculty are critical in this. We need to have space for this. We do need to continue to raise research expectations 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, SRUF. Mile markers here are good examples of this.

The easiest, cleanest, and the one that I challenge us to do is double [external funding]. Eight years ago, we were sitting at two-hundred and two million and we almost doubled this year. And as I\'ve said before weowe an 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 one-third increase over the previous record. And this is truly an enormous achievement by our colleagues. 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 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 for 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\'re in the fourth round this year of the Signature Centers. 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, systems biology and personalized medicine. 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 [Kody Varahramyan] created the Research Frontiers Trailblazer Award because my colleagues and chancellorsprofessors 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 raided. They are 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 want to not only have them feel loved, we want to recognize the people who are doing great work. Terri Bourus is a great example, a faculty member which we stole fair and square from IU Kokomo. She 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. Varahramyan 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-now 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 partnerships and the development of excellence in this area, and we do that by deepening and focusing what we do. Let me give you examples of key routes. The RISE initiative.Once again, remember,that includes 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 Hoosiers, who haven\'t been anywhere else the world,international students that we recruit. 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 [international enrollment by level of education].What about the number of students who come here to enroll at 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 going to show it to you, on thenumber 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 working with the School of Medicine at Moi University in its establishment, and then it moved in to treating AIDS. Then our colleagues from the rest of the campus got involved, and four years ago we signed a strategic alliance with Moi University. Now, almost every school has had their dean go to visit and partner with Moi. It\'s a perfect example of how you 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 the Confucius Institute and engaging with other relationships there. You should know that at lunch today I was fortunate to be host to the governor of Jiangxi Province, the province 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 is us and were the guests of the Governor of the state of Indiana. The Governor visited them last year. The Governor is going next week to visit them again, and we\'re going to continue this, exploring this partnership and they are exceedingly interested in growing that.

[C. Bantz]And we also wanted to show one of our students, one of our international students here, if you don\'t recognize Chen Ni. This is IUPUI\'s first NCAA champion , in 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 fan, you should see her. She\'s also an enormously delightful student. She came here three years ago and didn\'t speak a word of English. She is finishing her degree. She\'s going to 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 slide, it\'s Excellence in Health Sciences and Health Care. This is in the president’s list of priorities, and we at IUPUI agree. This is a key part of what we do. We have always said that we needed to focus on health and life sciences, as you know. The routes here 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 that. 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 going to 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. As some of you know, in my first meeting with Craig Brater in 2003 I said, \"Why don\'t we have a school of public health?\" And we had 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 what is now the 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 grant 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.

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, as much as a non-profit can be owned, by the Methodist Church and Indiana University. And so it is our close partner in healthcare. And I put this slide 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.

[C. Bantz]For the School of Medicine, I listed facilities. These are 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. They have a business plan that they\'ve been working, and now we\'re developing another one along with the Board of Trustees talking about investing significantly as much as 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 that 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 faculty, 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 legislature 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 and Senate up near Methodist, Clarian has just committed to build the office building for neurosciences, and they\'ve committed to build a 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 for those people in the Psych Research Building, that building will be turned over in three-years: 2014. They need to move. That\'s the short version of that.

Also, I wanted to show you, in terms of public health, I mentioned Fairbanks already, Silvia Bigatti and Jennifer Wesselhave 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 [of the slide], I hope you\'ve read that Clarian Health is going to 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 going to 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.

[C. Bantz]The other I wanted to mention 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. 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 education and training that way. I also wanted to show Dean [John] Williams, for some of you who don\'t know. He is one of our new colleagues this summer. He joined us in [the School of] 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, andI believe [Faculty Council] President [Jack] Windsor points out was built in 1933.

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. The Kelley [School of Business] does an MBA class on the business of life sciences.The Hall Center for Law and Health,has for seven different years, done a conference on disability and the law, and it\'s an important research area on the campus. And, in addition, many of you whose research may be in sociology or anthropology or in mathematics, are,in fact, 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 in engagement and economic development, this is of course one of the areas that it\'s very easy to talk about at 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 the 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, which are focused oftentimes, almost exclusively it feels like sometimes, on cultural and economic development.

My own markers in this area include service learning. I challenged Bob Bringle [director of the Center for Service and Learning] to double the number of service learning courses when I came here. Bob doubled it in like the second year, and you\'ll notice, Bob and the Center for Service and Learning and our colleagues have made this just a huge part of the campus.

[C. Bantz]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 add the social workers, you add another thousand or more there, and you add the medical students, you add 1,400 there. 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 recognized for that everywhere. If I go anywhere with my IUPUI 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 [Banta]\'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 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 all 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. We are responsible for most of central Indiana. The TalentAlliance partnership I mentioned, from cradle to career, looking at the entire pipeline of education, this is not an IUPUI project. We convened across the entire community all of these organizations, I think save the media, are involved in this process. We\'ve got nonprofits--all the higher education institutions, Ivy Tech, the 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 is we\'ve identified 8 metrics, 8 markers of success, in this area. Preparation for kindergarten, graduation from high school, going to college and graduate,are the series of those markers, and that\'s why I mentioned that.

Translating research into practice is many, many things as Dr. [Sandra] Petronio and our colleagues have established and shared around the campus. One of them I\'ll just take as an example is tech transfer. I just wanted to mention two companies that you might not be aware of because they\'re relatively new and have been successful in receiving funding recently. InPhoton is a new company with a million dollar tech grant. And ImmuneWorksis in their first clinical trials. This is Executive Associate Dean of the School of Medicine David Wilkes\'scompany. And these are two great examples of people who are doing bench work here on campus. Clinical work here on campus that has spun out into companies, 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 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 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. 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. That\'s 69 percent of the goal. We just have 3 years, and so I can look at the vice president for the foundation and a couple of development officers and 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, the kind of support we\'ve got, 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.)

[C. Bantz]The marketing and communication campaign.The IMPACTCampaign. 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 that there\'s the “From 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 going to 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[Amy] Warner and Troy Brown (over there in the corner).

We’ve been running this campaign, and I want to 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, “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 get degrees from either Indiana or Purdue. And why pick going to West Lafayette or Calumet or Bloomington or Richmond, when 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 could come back and get master\'s degrees or law degrees or other specialty degrees. And you may have seen some of those ads because they were targeted to people sort of close to your age group. And they showed young professionals in the state capitol or downtown coming here and getting their degrees. And then our research showed that young people would say, I\'m going to go to IUPUI and get a bachelor\'s degree or master\'s degree, and some old fogy 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 address that? So what we\'ve been doing systematically in the ads is always showing people, always showing the energy, always having the colors, taking in the last few years the “impact”them 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 that 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 [to try to reach those] 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.\"

[C. Bantz]So this campaign you\'ve seen, because you watch the news, because 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, qualityundergraduate education. And so we\'re going to 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 lastseveral fairly quicklybecause I don\'t need to sell anybody [on this]. We need space. We need better space, and we need it fast. All right, 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. I want to highlight the science and engineering laboratory building, pointing out that 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 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 and indirect costs. And as a 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 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 the 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 because we don\'t want to 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.

I want to 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, 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 because the city parks are talking about trails. And on the other side of campus, on Barnhill, you know down by the Urban League, coming down by the Science Building, and going down by Herron, that\'s going to 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 thatI went to a meeting and somebody actually said this. The world\'s expert and/or national expert on trails said, I have nothing to tell Indianapolis about trails. You are the leader because of the Cultural Trail and the connection it\'s going to make to the Monon and the other trails. The cultural trail is going to become a destination for the world, and it\'s going to come through our campus.

[C. Bantz]So we\'re going to have biking and walking right here 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 going to 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 doesn\'t exist. I teased Dr. Sukhatme because he argued that we needed a tall building, so that\'s Sukhatme Hall. The master planner started this by the way. He was right. We need another tall building on campus. But the master plan, I think, is really going to give us an opportunity to look forward on this.

The centrality of information is one of the president\'s principles of excellence 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 to report on this a couple of months or so ago. I said, how many students are enrolled online at IUPUI this fall? It is 10,000, one third. These are duplicated figures, but one third, roughly. It’s27,000 credit hours or 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 [pictures on the slide]. Nursing is here because they were pioneers online. They had moved online long ago, and many of Anna\'s colleagues have been involved. 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,onboth 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 do that through peer review, you know, periodic review of our programs. We do it through the accelerated improvement process, trying to get the problems out [of our processes]. And I encourage you, if you have some process that makes you crazy in your unit, talk to Dr. [Trudy] Banta about trying to get that done. The Resource Planning Committee, many of you know, Dawn Rhodes, our vice chancellor for finance and 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 going to 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.

[C. Bantz]So what we\'ve got now is the roadmap directed at the destinations of excellence. We\'ve started with the key routes. I\'ve focused on the mile markers that we\'ve got so far, the guide posts, the end points. So, like the doubling degrees to 4,400 would be a guide post, and we know where we stand on that. The last thing is the drivers. Who\'s going to watch this everyday and every way.And so, as we develop this to the next stage, we\'re going to have pull-down menus. So it\'s going to say who\'s responsible in this area. And this I believe is going to be something we\'ll be able to put up on the web and 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.

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 because 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 have. There was no bachelor\'s in biomedical engineering. No department either, 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. That 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.

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