1. Strategic Planning Synergies between Science/Engineering and Liberal Arts/Social Sciences “Bridging Disciplines: Solving Complex Problems” College of Agricultural College of EducationCollege of Engineering College of Consumer & Family Sciences The Graduate SchoolCollege of Liberal Arts School of Management College of Pharmacy, Nursing & Health Sciences College of ScienceCollege of Technology School of Veterinary Medicine

2. “A new Era and a Different World” Need for Science/Engineering and Liberal Arts/Social Sciences to address complex research questions that affect diverse groups in different ways Global challenges require science, technology, critical analysis and understanding of diverse cultures and societies Path breaking research occurs at the intersection of disciplines Responsibility for preparing future leaders, citizens, educators, and researchers for the challenges they will face Position Purdue University as a leader in defining the academic structures and culture needed to become a synergistic, engaged university in the 21 st Century Bridging Disciplines; Solving Complex Problems Why Synergies: Why Now?

3. I.Synergies Advancement Council (SAC) Synergistic collaborations exist at Purdue, but more could be fostered Synergies Advancement Council will remove obstacles by:  Facilitating individualized plans of study for Undergraduate and Graduate Students  Providing Information and networks for interdisciplinary scholars  Awarding incentives for developing cross- disciplinary endeavors  Publicizing the new initiatives Building the Bridges

4. II.A Core Curricular Experience Citizens of the world community need an integrated core curricular experience, not mere “exposure” to other disciplines Focus on learning outcomes – problem solving, teamwork, critical thinking, and multiple perspectives on the same issue Integrative learning should occur in courses above the 100-level introductory courses Core curriculum integrated into college requirements, not additional requirements “Is Purdue out to create brilliant researchers or brilliant citizens of the world community who happen to be researchers?”

5. III.A University-Wide Review of Tenure and Promotion Practices Promotion and tenure procedures are fundamental process for determining who deserves to become a full-time “citizen” at the university Promotion and tenure reward what the institution values Current disconnect between values and rewards Purdue has an opportunity to take a leadership role in defining promotion and tenure policies suitable for the demands of the 21 st century university Funding – this proposal requires no funding, but visionary leadership and a collective will are needed to make it successful. “Citizenship in the 21 st Century University”

6. IV. An Institute of Public and Global Affairs Public policy – an area of strength with a foundation for future growth Area of growth – new initiatives by liberal arts scholars and social scientists with an interest in the impact of policy on societies and communities Focus on areas of strength: Energy, Environment/Climate Change, Regional Development, and Women, Children, and Families Coordinate current public policy research and seek new initiatives involving collaborations between science/engineering and liberal arts/social sciences Discovery projects lead to individualized programs of a study at graduate and undergraduate levels Synergies and Impact

7. Cultivate respect for diverse people and disciplines Enhance the talents of faculty and students Position Purdue as a synergistic and global university ready for the challenges that lie ahead Contribute to Discovery, Learning, and Engagement Synergies and Purdue in the 21 st Century