Strategic Planning

Strategic Planning at IU South Bend

Chancellor Allison asked the Campus Directions Committee (CDC) to develop a strategic plan during the fall semester 2013 as part of a university-wide strategic plan for 2020, the bicentennial of Indiana University.

The IU South Bend plan contains:

  1. a vision statement
  2. strategic objectives to achieve that vision
  3. measurable goals.

The CDC held 10 meetings and sought input iteratively, distributing drafts of earlier sections for comments via the campus Bulletin Board. Dr. Renée Curry, a strategic planning consultant, facilitated the efforts of the CDC.

As input to the Strategic Plan, a survey was completed by 222 respondents who shared their views on three questions: three essential elements of a vision statement, three-to-five essential strategies to achieve the vision, and two-to-three measurable goals for two of the strategies. These responses were analyzed and categorized by Gail McGuire, associate professor of sociology, and distributed to the campus via the Bulletin Board.

Vision Statement

To develop the Vision statement, members of the CDC reviewed the categorized responses to the first question on the survey: “Imagine IU South Bend in 2021. What are three essential elements of your vision for the campus?” A total of 576 responses were received and grouped into 24 categories. CDC members identified six elements from the survey responses that each considered “inspirational”. Through large and small group discussions,a draft vision statement was developed that included the elements considered most inspirational by the CDC. This draft was circulated to the campus for comment and suggested revisions were incorporated into the Vision statement below.

By 2020, Indiana University South Bend will be recognized as a premier regional, comprehensive master’s institution that is committed to exceptional teaching and scholarship, strong curricula and programs, and that values inquiry, creativity, and innovation at all levels. We will be a diverse, caring, and student-centered campus with a culture that inspires community engagement, good citizenship, and effective leadership.

Progress and Performance includes information about annual progress on IU South Bend's University-level strategic plan and performance data.

IU South Bend has progressed through several strategic planning cycles. The university has revised the set of strategic performance indicators to reflect the goals of the new strategic plan. While some indicators remain consistent from cycle to cycle, some indicators are removed and other new indicators are defined.

  • Goal 1: Improve Student Success

    Improve Student Success via increased recruitment, retention, and graduation rates for all populations, increased merit- and need-based financial aid, and strengthened and more proactive advising

  • Goal 2: Become Truly Student Centered ...

    Become truly student-centered by enhancing and expanding student support and career services, particularly among underrepresented populations, increasing the flexibility of curricula and transferability, and expanding campus activities like athletics and clubs

  • Goal 3: Encourage vision, effectiveness, and innovation

    Encourage vision, effectiveness, and innovation in programs and curricula

    Outcomes:

    • 3.1 | Complete the academic master plan in 2014 to establish a template for making decisions about developing and funding new programs and creating protocols for setting and monitoring funding and support levels for existing programs

      AY 2014/15 | AY 2015/16 | AY 2016/17 | AY 2017/18 | AY 2018/19 | AY 2019/ 20

    • 3.2 | Conduct a gap analysis in 2014 of community and economic development needs for new programs, with the goal of implementing at least four new undergraduate and four new graduate degrees by 2018

      AY 2014/15 | AY 2015/16 | AY 2016/17 | AY 2017/18 | AY 2018/19 | AY 2019/ 20

    • 3.3 | Modify the first-year curriculum and co-curricular activities to improve student performance

      AY 2014/15 | AY 2015/16 | AY 2016/17 | AY 2017/18 | AY 2018/19 | AY 2019/ 20

    • 3.4 | Develop a campus-wide growth plan for the Honors Program that includes at least doubling enrollment from 60 to 120 by 2020 and ensuring it serves students from all schools and colleges on campus

      AY 2014/15 | AY 2015/16 | AY 2016/17 | AY 2017/18 | AY 2018/19 | AY 2019/ 20

    • 3.5 | Increase scholarships for Honors students from $35,000 (in 2014) to $70,000 by 2016; and to $140,000 by 2020

      AY 2014/15 | AY 2015/16 | AY 2016/17 | AY 2017/18 | AY 2018/19 | AY 2019/ 20

    • 3.6 |  Assess and enhance diversity among Honors Program students

      AY 2014/15 | AY 2015/16 | AY 2016/17 | AY 2017/18 | AY 2018/19 | AY 2019/ 20

    • 3.7 | Evaluate and develop a campus-wide growth plan for graduate programs that includes expanding enrollment from 6 percent to 12 percent of overall campus enrollment by 2020

      AY 2014/15 | AY 2015/16 | AY 2016/17 | AY 2017/18 | AY 2018/19 | AY 2019/ 20

    • 3.8 | Increase the use of the Elkhart Center to capacity by 2018 including offering programs at this site designed to serve the Elkhart market

      AY 2014/15 | AY 2015/16 | AY 2016/17 | AY 2017/18 | AY 2018/19 | AY 2019/ 20

    • 3.9 | Prioritize renovation of existing facilities and align space assignment with academic priorities through a comprehensive space plan by 2014/15

      AY 2014/15 | AY 2015/16 | AY 2016/17 | AY 2017/18 | AY 2018/19 | AY 2019/ 20

    • 3.10 | Ensure technology infrastructure to support innovation, scholarly and creative productivity, and high impact learning

      AY 2014/15 | AY 2015/16 | AY 2016/17 | AY 2017/18 | AY 2018/19 | AY 2019/ 20