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Purdue School ofEngineering and TechnologyDIVERSITY,EQUITY, ANDINCLUSION (DEI)2 0 2 120 26- twe n tytwe n ty- s i x
Over the 2020-2021 academic year, the Purdue School of Engineering andTable of ContentsTechnology at IUPUI assembled a broad array of stakeholders including faculty, staff,students, alumni, and corporate partners to form four task forces. These task forcesMessage from the Dean. 2Process and Initiatives. 3Indicator I: School Viability and Vitality.5Indicator II: School Education and Scholarship. 9Indicator III: School Climate and Intergroup Relations.12Indicator IV: School Access and Success.14Taskforce.18Snapshot.20were charged to provide input regarding the update of our School’s Diversity, Equity, andInclusion (DEI) strategic plan aligned around four indicators: I) Viability and Vitality; II)Education and Scholarship; III) Climate and Intergroup Relations; and IV) Access andSuccess. Our School has strived to adopt and subsequently apply these four diversityindicators, as defined by Dr. Daryl Smith in her book: Diversity’s Promise for HigherEducation: Making it Work, as an organizational framework for our DEI strategic plan.The School of Engineering and Technology at IUPUI has produced notable DEI accomplishments over the past severalyears. For example, when comparing 2012 to 2019, we increased the percentage of 1) students of color and 2) womenpursing degrees in our School by 46% and 50%, respectively. In 2019, we submitted a self-study document to theAmerican Society for Engineering Education (ASEE) as part of the ASEE’s Diversity Recognition Program (ADRP). TheADRP was created to publicly recognize those engineering and engineering technology colleges that make significant,measurable progress in increasing the diversity, inclusion, and degree attainment outcomes of their programs. Basedon our self-study application, our School was selected, after a national peer-review process, as an inaugural memberof ADRP. Moreover, our School was among a small number of engineering colleges/schools nationwide to be recognizedas an “exemplar” among the inaugural set of ADRP selectees.In addition, our School has made progress with respect to reaching parity and diversity of the faculty and staffcomposition. It is a goal of our School to have no underutilization in any job category as reflected in the Incumbencyversus Estimated Availability report we receive on an annual basis from the IUPUI Office of Equal Opportunity.Underutilization exists if the percentage of women and/or minorities in a particular job group is less than 80% of thefinal availability percentage. We were particularly pleased that we had no underutilization reported in 2020 for severalcategories as is shown in the snapshot at the end of this document. Although such progress is positive, merely eliminatinga prior shortcoming with respect to the 80% ratio does not indicate overall success, but meeting a minimum expectationwith respect to goal setting for faculty and staff within our School. We have much work to do to advance shared DEI goals.Moreover, as we continue to invest resources and focus our efforts on achieving DEI goals, we will continue to confrontracism, sexism, and other barriers to our excellence and growth as a School of Engineering and Technology.Our updated DEI plan that follows includes a set of initiatives to help focus attention to create a sense of strategic46%Increase innumber ofStudents ofColor43%Increase in numberof InternationalStudentsdirection for the School. The plan is not intended to cover all of the operational activities of DEI within our School. Thefundamental purpose of our DEI strategic plan is to accelerate progress in areas of specific strength or potential, while50%Increase in number ofWomen Studentscapitalizing on our prior investments.We appreciate your interest and your involvement in shaping the future of our School. With the continued help of ouralumni, corporate partners, and friends, we will successfully compete at the highest levels, achieve excellence in our coremission, and enhance our image and reputation. We look forward to sharing with you the progress we are making witheach of our DEI initiatives.2012-2019Progress toward key DEI GoalsDavid J. Russomanno, Ph.D., Dean2021-2026 DEI Plan2
PURDUE SCHOOL OF ENGINEERING AND TECHNOLOGY AT IUPUITASK FORCESDEI PLANNING PROCESSViability and VitalityOur Commitment toDr. Daryl SmithIndiana and BeyondI U PU IS TR ATEGI CPL ANE N GIN E E RIN GAN DTECH N O LO GYS TR ATEGI CPL AN2018-2023I U PU ID IVE RSIT YPL AN2016-2022Background contextDEANENGINEERING ANDTECHNOLOGY DIVERSITYPLANNING TEAMChargeMarsha Baker, Assistant Deanfor Recruitment, Retention, andStudent ServicesEDUCATEJulie Ji , Associate Professor,Biomedical EngineeringO N D I V E RS I T YADVOCATEFO R I N C L U S I V I T Y A N D EQ U I T YENGAGEJenna Machunas, HR SpecialistCorinne Renguette , Chair, Associate Professor,Technology Leadership and CommunicationDavid Russomanno, DeanI N PA R T N E RS H I P S A N D R E S O U R C E SEMPOWEREducation and ScholarshipASE E D E ISE LF - S T U DY2019Climate and Intergroup RelationsAccess and SuccessStrengths, weaknesses, opportunities, and threatsDIVERSIT Y ’SPROMISEFOR HIGHEREDUCATION :MAKING IT WORKActions, Implementation Teams, TimelineENGINEERING AND TECHNOLOGYDIVERSITY PLANNING TEAMEdits to align with scopeDEANEdits to align with resourcesCHAIRS AND DIRECTORSShelly Snider, Assistant Director, CareerServices and Professional DevelopmentT H E E &T C O M M U N I T YTami Tarpley, Assistant Dean ofDevelopment and External RelationsDIACBackground guidance32021-2026 DEI PlanViceChancellor ofDEIFrameworkDEI@IU PU IDIVERSITYSTRATEGICPLANNING LEADSGROUPDEI PlanStakeholderDR AF TRE VIE WDEI PLAN2021-2026 DEI Plan4
Indicator I: School Viability and VitalityActionSCOPETo build School of Engineering and Technology’s capacity for diversity through the recruitment andretention of a diverse faculty and staff; increase diversity in the School, departmental, and program advisoryboards and the level of engagement of these boards in diversity matters as well as increase strategies formonitoring progress; and communication about inclusion and equity is addressed in this indicator.Goal #1Recruit and Retain DiverseFaculty1. Develop equity-minded leaders through intentional programmingand training such as opportunities offered through IUPUI’s NSFADVANCE project titled: EPIC: Evidence-Informed Promotion ofInclusive Climate2. Support and sustain activities from the EPIC DepartmentalEnhancement Grant programActionImplementation Team1. Ensure search committees are given appropriate and robusttraining for all searchesDean; Department Chairs; Associate Deans; Graduate ProgramDirectors2. Emphasize the composition of each search committee by includingmembers from outside the School and/or department having adiversity of roles and responsibilitiesImplementation TeamHR Specialist; Department Chairs; Hiring SupervisorsTimelineOngoingMetricsTrack participation and types of training. Recognize participation andcompleting various training opportunities in annual faculty and staffreviews. Perform exit interviews with search committee membersTimeline2021 - 2026MetricsTrack participation of school leaders (deans, associate deans,department chairs, and graduate program directors) in intensivetraining opportunities offered through EPIC and other similarcampus initiatives. Track achievement of outcomes of departmentalenhancement grants funded by EPIC and other actions taken toimprove the climate and support for women scientists’ and engineers’career advancement.Action1. Engage with underrepresented PhD students and postdocs fromother universities via invitations for speaking at on-campus seminarseries2. Provide funding for seminar speaking series, with emphasis onattracting speakers from HBCUs and other universities with highpopulations of underrepresented studentsImplementation TeamDean; Associate Deans; Department Chairs; HR SpecialistTimelineImplementation Team2021 - 2026Associate Dean for Research; Department Chairs; Research CenterDirectorsMetricsOngoingMetrics2021-2026 DEI Plan1. Structure mentoring around designated areas of scholarship suchas domain-specific research, teaching and learning, and integratedexcellence in DEI3. Cultivate and recruit invited speakers for faculty positions as theybecome availableTimeline5ActionTrack annual number of invitations and presentationsTrack the number of structured mentoring relationships in research/creative activity, teaching and learning, and integrated excellence inDEI. Interview mentors and mentees on an annual basis about aspectsthat may be working well and opportunities for improvement in thestructured mentoring arrangements.2021-2026 DEI Plan6
Goal #3Ensure that diverse voices arerepresented and heard withinthe composition of School andprogram advisory boards andcouncilsAction1. Charge the Dean’s Industrial Advisory Council (DIAC) withdeveloping strategies for growing a more diverse membership,including the nominations process and the inclusion of nonDIAC members from diverse backgrounds on subcommittees.Because the DIAC is composed of corporate members,engagement directly within companies and their respectiveresource groups and DEI leadership is important2. Charge chairs of each program industrial advisory board(IAB) to develop a nominations process that includes specificstrategies for growing diverse membership. As with the DIAC,the engagement of DEI professionals within companies wewish to engage may be helpful in identifying a broader range ofcandidates to represent the companyGoal #2Recruit and retain diverse staffAction1. Deliver robust training for all staff search committees2. Emphasize the composition of each search committee byincluding members from outside the School and/or departmenthaving a diversity of roles and responsibilities3. Support those faculty and staff who evaluate staff to build aframework of continuous job performance feedback and supportImplementation TeamHR Specialist; Department Chairs; Staff SupervisorsTimeline2021 - 2026MetricsTrack participation and types of training3. Charge the Alumni Council to engage a broader range ofalumni participants in event planning and on the Council.Encourage incorporation of DEI efforts into the coreresponsibilities of this group4. Encourage active engagement among DIAC, IABs, andAlumni Council to provide guidance and feedback with respectto issues of social justice, diversity, equity, and inclusion as akey charge within each groupImplementation TeamDean; Department Chairs; Industry Research DevelopmentSpecialist; Assistant Dean for Development and ExternalRelations; Appointed Volunteer LeadersTimelineOngoingMetricsTrack annual composition of all advisory groups; setcomposition goals and monitor progress annually as a corepart of the groups’ agendasAdditional instruments to monitor progress of Goals #1 and #2:The Incumbency versus Estimated Availability report is provided by the IUPUI Office of Equal Opportunity(OEO) on an annual basis. The report is an additional instrument to track progress toward reaching parityand diversity with respect to the faculty and staff composition within the School.At a minimum, it is a goal of the School of Engineering and Technology to have no underutilization inany job category as reflected in the Incumbency versus Estimated Availability report for tenure/tenuretrack, clinical, and full-time non-tenure track faculty, as well as full-time staff. Underutilization exists if thepercentage of women and/or minorities in a particular job group is less than 80% of the final availabilitypercentage. The availability percentage is specified by OEO based on national availability data for all facultypositions, and regional data for staff positions.72021-2026 DEI Plan2021-2026 DEI Plan8
Indicator II: School Education and ScholarshipSCOPEEncourage the faculty and academic programs in the School of Engineering and Technology to engagediversity in curriculum, pedagogy, and in their research and creative activities. Ensure that every stakeholderof the School’s programs has access to the information, materials, and experiences to engage in a diverseworld.Action1. Increase accessibility and inclusivity in extracurricular activitiesand high-impact practices, including collaboration with othercampus units to share best practices and initiatives2. Encourage student affinity groups and professional societies toconsider increasing efforts related to accessibility and inclusivity intheir activitiesImplementation TeamAssistant Dean for Recruitment, Retention, and Student Services;Associate Dean for Undergraduate Academic Affairs and Programs;Faculty/Staff advisors to student groupsTimeline2021-2026MetricsTrack accessibility and inclusivity in extracurricular activities andhigh-impact practicesGoal #1ActionIncrease accessibility and1. Increase accessibility and inclusivity in curriculum, educationalfoster DEI in the teaching and materials, and assessments, including accessibility with regard toabilitieslearning environment2. Provide training and workshops to foster DEI in the classroom,teaching labs, and other educational spaces3. Encourage departments and/or programs to identify strategicareas to begin enhancements in their courses and curricula,including identifying examples of accessible curriculum, and createor adopt self-paced modules to help instructors4. Include supplementary questions on accessibility, equity, andinclusivity on course evaluationsImplementation Team92021-2026 DEI PlanGoal #2ActionRecognize and reward faculty 1. Adapt existing campus promotion and tenure (P&T) guidelines,integrated scholarship in DEI which recognize integrated excellence in DEI scholarship, in Schoollevel P&T guidelines2. Extend School-level P&T guidelines with department-level P&Tguidelines3. Provide and promote training for those faculty likely to serve onprimary and unit boards on adapted P&T guideline documents4. Implement a self-assessment for individual faculty effort relatedto DEI to be referenced by the department chair during annualperformance evaluationsUndergraduate Curriculum Committee, Graduate CurriculumCommittee, Assessment Committee, Associate Dean forUndergraduate Academic Affairs and Programs, Associate Dean forGraduate Programs, Department Chairs, Program DirectorsImplementation TeamTimelineTimeline2021-20262021-2022 for P&T; Training; Self-assessment; OngoingMetricsMetricsTrack course and curricular changes related to DEI, includingenhancements to course syllabi, track participation in variousworkshops, and track results from course evaluationsTrack instances of DEI activities cited in self-assessments. Conductsummary assessment of issues that arise during each annual P&Tapplication cycle related to integrated excellence in DEIFaculty Affairs Committee, Unit Board, Department Chairs; HRSpecialist2021-2026 DEI Plan 10
Goal #3Recognize and rewardstaff activities and effortssupportive of DEIAction1. Revise staff annual review instrument to recognize and rewardactivities supportive of DEI2. Implement a self-assessment instrument for individual staff effortto be referenced during annual performance evaluations and includepersonal development plans in annual evaluationsImplementation TeamHR Specialist, Staff Council, Department Chairs, and otherSupervisors who evaluate staffTimeline2021-2022 for annual reviews; self-assessment; ongoingMetricsTrack training sessions for all staff evaluators on revised instruments.Track instances of DEI activities cited in self-assessmentsGoal #4Increase research andcreative activities withsignificant DEI componentsAction1. Identify research funding opportunities for projects whichinclude a significant DEI component. Localize awareness and hostopportunities in a central location2. Highlight faculty who receive awards on websites and strive forbroader dissemination through various media3. Highlight students who receive or participate in research andcreative activity awards on websites and during appropriate events(e.g., SWE, NSBE, SHPE, oSTEM, etc.)Implementation TeamAssociate Dean for Research; Assistant Director of Marketing andCommunicationsTimeline2021-2026MetricsTrack disseminated research award opportunities and resultingfunding. Track funding to students from populations with diversebackgrounds. Track media exposure about awards with strong DEIcomponentIndicator III: School Climate and Intergroup RelationsSCOPEImprove type and quality of group interactions within the School of Engineering and Technology, includingperceptions of climate and fairness, as well as commitment to diversity matters; and improve quality ofexperience/engagement satisfaction within the School and on campus.Goal #1ActionEnhance type and quality1. Provide two School networking events a year includingopportunities for sharing DEI actions, accomplishments, challenges,of group interactions andexperiences and engagement and opportunitiesacross the SchoolImplementation TeamForm ad hoc team on an academic year basis from a subset ofindicator implementation team members focused on various DEIactions in the School to coordinate possible themes for networkingevents for an academic yearTimelineOnce per semester starting in Spring 2022MetricsTrack number of participants and returning participants to events11 2021-2026 DEI Plan2021-2026 DEI Plan 12
Goal #2Enhance perceptions withinthe School about climateand fairness, as well ascommitment to diversitymattersAction1. Prepare a bi-annual report of key advancements in DEI. Compile,present, and use campus and School climate survey summaries andother relevant data to enhance communication efforts2. Present actions and results to various groups including SchoolConvocation, student leadership council, student professionalsocieties, and diversity related committees and implementationteamsImplementation TeamDean, HR Specialist, Assistant Director of Marketing andCommunicationsTimeline2021-2023 and re-occurringMetricsTrack access of bi-annual report online. Track number ofpresentations to various groups with significant diversity relatedcontentIndicator IV: School Access and SuccessSCOPEImprove access and success of underrepresented undergraduate and graduate students in the School ofEngineering and Technology, including increasing the number of students admitted, enrolled, and persistingto graduation.Goal #1Increase applications,acceptance, and enrollmentof African American andLatinx undergraduate andgraduate students intoSchool programsAction1. Increase funding for scholarships for African American and Latinxstudents by 20% over five years by identifying and cultivating donorsand other sponsors, including grants from governmental agenciesand corporate foundationsImplementation TeamDean; Assistant Dean for Development and External Relations;Industry Research Development Specialist; Assistant Dean forRecruitment, Retention, and Student Services; Associate Dean forGraduate Programs; Associate Dean for Undergraduate AcademicAffairs and Programs; Department ChairsTimeline2021-2026MetricsTrack annual funding for scholarships to underrepresented studentsActionGoal #3ActionEnhance quality of1. Facilitate debrief sessions at least two times a year to disseminateongoing and completed DEI initiatives at the School and/or campusexperience/engagementuniversity levels. Advertise sessions in advance to maximizesatisfaction within the School and/orparticipationand on campusImplementation TeamForm ad hoc session planning team on an academic year basis from asubset of diversity indicator implementation team members focusedon various DEI actions to form an agenda for the debrief sessionsduring the academic yearTimelineOnce a semesterMetricsTrack number of participants and returning participants13 2021-2026 DEI Plan1. Increase the number of African American and Latinx students inthe graduate programs by developing and marketing a Direct Admit4 1 BS/MS accelerated program to underrepresented high schoolstudentsImplementation TeamAssistant Dean for Recruitment, Retention, and Student Services;Associate Dean for Undergraduate Academic Affairs and Programs;Department Chairs; Associate Dean for Graduate Programs;Director of Graduate Programs; Director of Recruitment andEnrollment Services; Recruitment and Outreach CoordinatorTimelineOngoingMetricsTrack the number of African American and Latinx studentapplications to and enrollment in graduate programs2021-2026 DEI Plan 14
Action1. Enhance enrollment of African American and Latinx first-timeand transfer students into School programs by 20% over five yearsthrough increased support of pipeline programs2. Strengthen partnerships with community organizations, such asMinority Engineering Program of Indianapolis (MEPI) and Center forLeadership Development (CLD), to visit campus and connect withcurrent students in learning environments3. Develop a Peer-to-Peer Ambassador program by partnering withstudent organizations and with non-profit organizations, such asFirst/Vex Robotics, National Pan-Hellenic Council (e.g., NPHC-AKAs,Alphas, Deltas, Kappas, etc.), National Society of Black Engineers(NSBE), Society of Professional Hispanic Engineers (SHPE), toenhance ongoing relationshipsImplementation TeamDirector of Recruitment and Enrollment Services; Recruitment andOutreach Coordinator; Freshmen Engineering Faculty; IndustryResearch Development Specialist; Assistant Dean for Recruitment,Retention, and Student ServicesTimeline2021-2026MetricsGoal #2Increase retention andgraduation rates of AfricanAmerican and Latinxundergraduate studentsTrack student participation in pipeline programs and applications toand enrollment in School programsActionAction2. Increase outreach to University College pre-engineering andpre-technology students to connect them to the School and theirfuture department or program1. Enhance collaboration with the Diversity Enrichment andAchievement Program (DEAP) to develop summer bridge and firstyear seminars for pre-engineering and pre-technology UniversityCollege and direct admit students.Implementation TeamAssistant Dean for Recruitment, Retention, and Student Services;Executive Director of Trio Program in University College; Directorof First-Year Programs in University College; Academic Advisor andFirst-Year Coordinator, Academic Advisor(s); Freshmen EngineeringFacultyTimeline2021-ongoingMetrics1. Develop programming to engage and retain direct admit,pre-engineering and pre-technology African American, Latinx,and women studentsImplementation TeamAssistant Dean for Recruitment, Retention, and Student Services;Associate Dean for Undergraduate Academic Affairs and Programs;PLTL Coordinator; Executive Director of Advising and CareerServices; Director of Student Success TechnologyTimelineAugust 2021-2026MetricsTrack the number of students attending and participating in theprogramming and matriculating to School programs. Post survey toevaluate the programs. Track retention ratesTrack pre-and post-survey results of summer bridge and first-yearseminars15 2021-2026 DEI Plan2021-2026 DEI Plan 16
Action1. Enhance support for courses with high D/F/W rates through PeerLed Team Learning (PLTL) and other high-impact practices shown tobe effective in retention2. Increase outreach to University College pre-engineering andpre-technology students to connect them to the School and theirfuture department or programSherri AlexanderAssistant Dean for Financeand AdministrationDanny KingDirector of Student SuccessTechnology, Student ServicesKaren AlfreyAssociate Dean of UndergraduateAcademic Affairs and ProgramsJim KippenbrockDirector, Computer Network CenterMarsha BakerAssistant Dean for Recruitment,Retention, and Student ServicesFeng LiChair, Department of ComputerInformation and GraphicsTechnologyDebra BurnsChair, Department of Musicand Arts TechnologyValerie Lim DiemerDirector, Graduate Programsand AdmissionsJie ChenChair, Department of Mechanicaland Energy EngineeringRazi NalimExecutive Associate Deanfor Research and Global InitiativesMetricsBrian KingChair, Department of Electricaland Computer EngineeringCorinne RenguetteChair, Department of TechnologyLeadership and CommunicationTrack the number of students attending and participating in theprogramming and matriculating to School programs. Post survey toevaluate the programs. Track retention ratesResearch Center DirectorsMangi AgarwalDirector, Integrated NanosystemsDevelopment Institute (INDI)Scott DealProfessor, Music and ArtsTechnology, Director, Tavel CenterActionYaobin ChenDirector, Transportation AutonomousSystems Institute (TASI)Peter SchubertDirector, Richard G. Lugar Center forRenewable Energy (LCRE)1. Increase the number of internship and career opportunities forAfrican American, Latinx, and women studentsDiversity, Equity, and Inclusion Planning Taskforce MembersImplementation TeamAssistant Dean for Recruitment, Retention, and Student Services;Associate Dean for Undergraduate Academic Affairs and Programs;PLTL Coordinator; Executive Director of Advising and CareerServices; Director of Student Success TechnologyTimelineAugust 2021-20262. Partner with student organizations such as NSBE, SHPE, ETSC andSWE to increase formal and informal networking opportunities forstudents from underrepresented groups to connect with employersand alumni (e.g, Diversity Breakfast, panels, and speed networkingsessions)Implementation TeamExecutive Director of Advising and Career Services; AssistantDirector of Career ServicesTimeline2021-2026MetricsTrack internships, career placement, and salary surveysOther tools: Data available from the IUPUI Office of InstitutionalResearch and Decision Support is used to track progress withrespect to student enrollment, retention, and graduation. Key data,including student headcount, graduates, and retention rates isupdated annually and is used to track annual progress toward goals17 2021-2026 DEI PlanChairs, Deans, & DirectorsDavid RussomannoDeanPaul SalamaAssociate Dean for GraduateProgramsRyan SenkpeilDirector, Freshman EngineeringTami TarpleyAssistant Dean for Developmentand External RelationsJoseph WallaceChair, Department of BiomedicalEngineeringRobert WeissbachChair, Department of EngineeringTechnologyHiroki YokotaDirector, Biomechanics andBiomaterials Research Center(BBRC)Marsha BakerAssistant Dean for Recruitment,Retention, and Student ServicesCorinne RenguetteChair, Technology Leadershipand CommunicationShelly SniderAssistant Director, Career Servicesand Professional DevelopmentJulie JiAssociate Professor,Biomedical EngineeringDavid RussomannoDeanTami TarpleyAssistant Dean of Developmentand External RelationsJenna MachunasHR SpecialistIndicator I: School Viability and VitalityDeb Burns (Co-Chair)Chair, Music and Arts TechnologyCliff CampbellCampbell ConsultingCharlie FeldhausProfessor, Technology Leadershipand CommunicationBrian KingChair, Electrical and ComputerEngineeringFeng LiChair, Computer Information andGraphics TechnologyTami TarpleyAssistant Dean of Developmentand External RelationsJenna Machunas (Co-Chair)HR SpecialistJoseph WallaceChair, Biomedical EngineeringClayton NicholasIndustry Research DevelopmentSpecialistSheila WalterAssistant to the Chair, ComputerInformation and GraphicsTechnologyDave St. JohnApplied Engineering Services2021-2026 DEI Plan 18
Indicator II: School Education and ScholarshipMangi AgarwalProfessor, Mechanical andEnergy EngineeringTim HsuAssistant Professor,Music and Arts TechnologyKaren AlfreyAssociate Dean of UndergraduateAcademic Affairs and ProgramsDanny KingDirector of Student SuccessTechnology, Student ServicesSally CatlinLecturer, Computer andInformation TechnologyLa’Taja LongMechanical EngineeringUndergraduate StudentRicardo GoitiaMechanical EngineeringUndergraduate StudentEmily McLaughlinProgram Director, Clinical AssociateProfessor, Interior DesignMatt GriffinAlumnus; Principal Analyst,Microsoft 365 Technical ServicesSharon Miller (Co-Chair)Clinical Associate Professor,Biomedical EngineeringCorinne Renguette(Co-Chair)Chair, Technology Leadershipand CommunicationChristian RogersAssociate Professor,Computer Graphics TechnologyPaul SalamaAssociate Dean ofGraduate ProgramsMadelyn SmithTechnology Graduate StudentIndicator III: School Climate and Intergroup RelationsSnapshotUNDERGRADUATE PROGRAMS1,2,32634MS Headcount413BS Degree Programs Offered19PhD Headcount91BS Degrees Awarded (Annual)667MS Degree Programs Offered134-year Graduation Rate35.3%PhD Degree Programs Offered46-year Graduation Rate56.6%MS Degrees Awarded181Undergraduates (% URM)20%PhD Degrees Awarded825%Graduate Students (% URM)12%Graduate Students (% Women)30%Headcount (total)Darius AdamsOrganizational LeadershipUndergraduate AlumniMarvin JohnsonAcademic Lab Supervisor,Engineering TechnologyKayla MaxeyVisiting Lecturer,Biomedical EngineeringHarry ChaubeyMusic Technology PhD StudentConnie JusticeClinical Associate Professor,Computer Information and GraphicsTechnologyRazi NalimAssociate Dean for Research;Professor, Mechanical and EnergyEngineeringUndergraduates (% Women)Jim KippenbrockDirector, Computer Network CenterKarl NkemziMechanical EngineeringUndergraduate StudentFaculty (Tenured/Tenure-Track)77Faculty (Non-TT, Clinical, Lecturer)46Shelly Snider (Co-Chair)Assistant Director, Career Servicesand Professional DevelopmentStaff61Ariana VergesComputer Engineering GraduateStudentChris DobbsTechnical Services Coordinator,Music and Arts TechnologyRob ElliottTeaching Professor, Computer andInformation Tec
purdue school of engineering and technology at iupui dei planning process diversity's promise for higher education: making it work dr. daryl smith iupui strategic plan our commitment to indiana and beyond engineering and technology strategic plan 2018-2023 iupui diversity plan 2016-2022 asee dei self -study 2019 engineering and technology .
