Leadership. Faculty seek greater inclusion in decision-making and more transparent communication.
Compensation and Recognition. Concerns include salary compression, lack of cost-of-living adjustments, and insufficient recognition—especially for non-tenure track faculty.
Workload Distribution. Faculty report imbalances in teaching, service, and research expectations.
Conducted in February 2024 among full-time faculty (excluding School of Medicine and senior administrators).
Despite a lower-than-expected response rate—likely due to the IU Indianapolis transition—the data is representative across ranks and demographics.
Results are benchmarked against five peer institutions and a comparison cohort of 85 similar universities.
What’s Next
A faculty steering group including faculty governance, academic unit, and administrative representatives analyzed the data and developed targeted recommendations.
Presentations were made to campus leadership and governance groups.
A COACHE dashboard is being developed by Institutional Analytics for broader campus access.
The chancellor and provost are reviewing recommendations and planning next steps.
COACHE Team
Provost Jay Gladden convened a faculty steering group tasked with a deep analysis of the data. The group included:
Faculty governance representatives
Faculty from schools and academic units
Relevant administrators
Care was taken to ensure broad representation across schools, ranks, and demographic groups.
To address the areas of concern, the steering group formed three subgroups, each focused on one area. The subgroups developed actionable recommendations for the chancellor and provost, who are now working to implement responsive strategies based on the findings.
The COACHE survey revealed that many faculty members feel undervalued in institutional decision-making and under appreciated in their roles as researchers. These concerns reflect a broader need for more inclusive, transparent, and responsive leadership practices.
Faculty Perception of Value Faculty often feel seen as mere producers of research rather than as partners in shaping the institution’s direction.
Lack of Integration of Faculty Input Decisions that significantly impact teaching, research, and student outcomes are frequently made without meaningful faculty involvement.
Limited Transparency and Engagement Communication from leadership is often perceived as inconsistent or unclear, contributing to a lack of trust.
To strengthen leadership and rebuild trust, the COACHE team recommends:
Integrate Faculty Perspectives Actively include faculty input in decisions—especially those affecting academic programs, research priorities, and student success.
Foster Collaborative Governance Promote shared governance models that recognize faculty expertise and encourage meaningful participation.
Transparent Communication Ensure consistent, open communication across all levels of the institution.
Ongoing Leadership Evaluation Conduct regular reviews of leadership effectiveness to identify areas for improvement and ensure accountability.
By implementing these strategies, IU Indianapolis could cultivate a culture of trust, transparency, and collaboration, where faculty are valued as essential contributors to institutional success.
The COACHE survey revealed pressing concerns among IU Indianapolis faculty regarding compensation, recognition, and equity—especially for non-tenure track roles.
Salary Compression Across Ranks Faculty at all levels are experiencing salary compression, contributing to systemic pay inequities.
Widespread Dissatisfaction Nearly 40 percent of faculty reported dissatisfaction with compensation, which has not kept pace with inflation.
Non-Tenure Track Faculty Support Many non-tenure track faculty feel undervalued, underpaid, and under-recognized despite carrying heavy teaching and service loads.
Recognition Gaps Persistent disparities in recognition and respect for non-tenure track faculty contribute to a sense of second-class status.
Imbalanced Evaluation Criteria Teaching and service contributions are often undervalued compared to research, especially for faculty with heavier service responsibilities.
Structural Inequities Preferential treatment for tenure-track faculty and lack of attention to non-tenure track concerns reinforce systemic inequities.
To create a more equitable and supportive environment, the COACHE team recommends:
Annual Cost-of-Living Adjustments Implement a three percent annual salary increase to better align compensation with inflation.
Regular Salary Studies Conduct periodic salary reviews to assess and adjust faculty pay structures.
Equitable Incentives for Advancement Provide financial rewards for increased responsibilities and promotions; raise the minimum salary for full-time faculty.
Support for Professional Development Offer travel funding for faculty presenting at academic conferences.
Strengthen Recognition Systems Partner with faculty governance and the Office of the Provost to establish consistent, school-level recognition standards.
Inclusive Recognition Strategies Highlight contributions of lecturer, clinical, and research scientist faculty through innovative recognition approaches.
Campus Awards Awareness Form a committee to assess visibility and awareness of existing faculty awards.
Comprehensive Awards Inventory Create a centralized inventory of awards across departments, schools, and the university.
Expand Recognition Opportunities Increase access to campus-level recognition for faculty across all roles and ranks.
Support and Incentivize Promotion Encourage promotion for lecturer, clinical, and research scientist faculty by offering long-term appointments and salary increases as incentives.
The COACHE survey revealed that faculty workload is one of the most frequently cited concerns at IU Indianapolis. Many reported feeling overwhelmed by service assignments and teaching loads, with “too much service” and “teaching load” ranking among the top negative aspects of their experience.
At the same time, external and institutional expectations are increasing:
Faculty want more equitable workloads that reflect their roles and contributions.
Indiana House Bill 1001 calls for faculty to be reviewed based on productivity.
The IU Board of Trustees (BOT-24) requires reporting on teaching and research metrics.
Chancellor Ramchand has emphasized that equity, clarity, and specificity in faculty workloads are essential to IU Indianapolis’s success.
Develop Clear Workload Guidelines Establish transparent standards for teaching, research, and service expectations across all units.
Monitor and Review Workload Distribution Regularly assess workload assignments to ensure fairness and consistency.
Recognize Service Contributions Ensure that service work—especially by non-tenure track and mid-career faculty—is acknowledged in evaluations and advancement.
Align Workload with Institutional Goals Balance faculty responsibilities with expectations for productivity, reporting, and student outcomes.
