Enhancing Student Success

The Enhancing Student Success goal group analyzed data, consulted with peer institutions, and explored existing programs, units, and initiatives to outline these high-level key findings to guide future phases of the strategic planning process.

The subgroup found that strengths resided in the University’s distinctive academic structure and geographic scope. In efforts to prepare students for their careers, the vast alumni network and ability to connect students with internships were considered highlights. In addition, expansive curricular, co-curricular and research engagement opportunities for students were deemed a competitive advantage. The subgroup also identified robust student support services as a strength to build upon, while noting that future opportunities to consider include helping students navigate the complex, expansive University environment; examining how key student-facing offices and services are resourced; and closing achievement gaps for underrepresented students.

Among enablers to success are the ability of students to easily find and access the wide breadth of opportunities at Penn State; the potential to maximize and streamline the use of existing technology systems; a focus on high-impact educational practices; and the existing sense of belonging in the student population. While the subgroup found that University Park was performing comparably to its peer institutions, deriving direct comparisons to peer institutions varied due to Penn State’s unique Commonwealth Campus structure and a lack of comparable data.

Growing (Inter)disciplinary Research Excellence

The Growing (Inter)disciplinary Research Excellence goal group reports that the University has an outstanding research reputation in multiple areas of science, engineering, business, humanities, the arts and social sciences, along with a strong infrastructure comprised of institutes, Applied Research Laboratory, Penn State Extension, over 200 research centers and 17,000 faculty across 24 campuses that facilitate collaborative research and position the University well for impacts that fulfill its land-grant mission. The University has many factors that can be utilized for future growth and impact, including a collaborative culture, strong institute model, and seed funding mechanisms. A sizable number of national academy members, internationally renowned professors, awarded rising stars with leadership potential, and top-ranked departments also contribute to the distinguished reputation of the University’s research excellence. The goal group notes that Penn State should also capitalize on these community members for faculty recruitment, particularly through targeted hires of mid-career to senior faculty members who exemplify research excellence. In addition, developing leadership within faculty and professional research staff would help the University propel its research forward.

Among areas identified to address in future strategic planning are developing a research support infrastructure that enables growth; retains faculty; evaluates the current philanthropy structure; adequately supports translational work; encourages faculty leadership of large center grants; allows for research funding through college budgets; enables strategic hiring of mid-career and senior faculty; and addresses the age, condition, and quality of key facilities. Penn State is performing adequately amongst its peers in funding, papers published and citations, and is ahead in the acquisition of large center grants, both as leads and members.

Increasing Land-Grant Impact

The Increasing Land-Grant Impact goal focuses on serving the needs of the commonwealth to promote economic development and research innovation, grow the workforce, and help local businesses, while providing a world-class education to students across the state. Additional focuses included ways to increase the number of advocates for Penn State within the Pennsylvania legislature and attain per-student funding equal to the per-student allocation for other state-owned or state-related universities.

The goal group determined that Penn State currently makes significant impacts within the Commonwealth and supports its land-grant mission with several offices and units dedicated to fueling economic development, building networks with the business community, increasing advocacy in the legislature, and increasing state appropriations to equal footing with its peer institutions. In general, Penn State is performing on par with its key peers. Some institutions currently have strengths to emulate, such as a centralized office to drive economic development and significantly higher per-student funding from the commonwealth. There are also several areas where Penn State is ahead of its peer institutions, including building relationships with the business community and its unique coordinated, grassroots advocacy efforts within the commonwealth’s legislature. While impacts are currently being made, the group found the University should consider aligning and mobilizing its resources in new ways to expand these impacts and to develop longer term community partnerships.

Among opportunities to consider in future planning are a need for greater coordination among offices and initiatives to connect efforts at Commonwealth Campuses, Extension and Outreach. The geographic breadth of the Commonwealth Campuses is a true community asset and existing efforts driven by these campuses and Extension could provide foundations for expanded impact. Other enablers include the expertise and resources available to create a coordinated strategy for long-term partnerships; passion and size of the Penn State community; its existing impact throughout its campuses; tangible economic benefits to the Commonwealth; and preexisting relationships with elected officials.

Fostering Diversity, Equity, Inclusion, and Belonging

The Fostering Diversity, Equity, Inclusion, and Belonging goal group’s information-gathering aligned with President Bendapudi’s DEIB goals to establish baseline metrics for DEIB; increase recruitment of underrepresented students, faculty, and staff; close gaps in graduation rates across backgrounds and identities; enable robust and supportive communities; and create equitable professional development and advancement opportunities for staff. While Penn State is in an average position compared to its key peers in several markers, there is a need within higher education to advance DEIB on campuses through enhanced resources and purposeful action.

The goal group identified enablers and barriers, which include a need for a University-wide strategy with defined goals and accountability; increased financial aid for underrepresented students; additional investments in academic advising to support students of all identities; a process to examine policies, procedures, and practices that can address systemic barriers; and enhancement of mentorship, professional development and promotion opportunities for faculty. When considering professional development for staff efforts, the University should consider how to align the current infrastructure of initiatives led and resourced by individual units; how to use current tools that may be underutilized; and how to develop University-level policies that provide guidelines for participation.