INDIANA UNIVERSITY KOKOMO
Strategic Plan 2006-2009
PREAMBLE
As Indiana University Kokomo celebrates its 60th anniversary, its leaders, faculty, and staff are re-defining the future directions and establishing the strategic priorities that will enable the campus to fulfill its role as the region’s public university. Consonant with its new mission, vision, and commitment statements, the Kokomo campus will become known as the campus that delivers “Knowledge that Works,” emphasizing the centrality of higher education to the future of the region and especially the relationship between baccalaureate education and the importance of a quality workforce that supports the region’s economy and cultural climate. By the early part of the second decade of the 21st century, IU Kokomo will be a recognized leader among regional public universities that emphasize student-centered, experiential baccalaureate education supported by a commitment to research and partnership-centered outreach programs.
To focus its efforts and resources, the campus has identified five strategic priorities that support its core mission, vision, and commitments. Every priority includes key specific goals, metrics, and targets that the campus community agrees are critical for achieving and measuring its progress towards each priority. Moreover, each campus unit will develop annual goals that will align with and support the campus-wide strategic plan. Implicit in all of these efforts must be the investment the campus will make in its faculty and staff to enable them to achieve these goals.
What remains is the difficult work of translating plans into action. Each of the priorities and goals listed below will need to be further developed, resources identified as needed, and specific action-oriented tasks identified that can be assigned for implementation to the responsible individual(s) and /or groups.
Mission Statement
The mission of Indiana University Kokomo, a regional campus of Indiana University, is to enhance the educational and professional attainment of the residents of North Central Indiana by providing a wide range of bachelor’s degrees, and a limited number of master’s and associate degrees. Indiana University Kokomo is further dedicated to enhancing research, creative work, and other scholarly activity, promoting diversity, and strengthening the economic and cultural vitality of the region and the state through a variety of partnerships and programs.
Vision Statement
Indiana University Kokomo aspires to become a regional institution of first choice recognized for providing critical opportunities for student success; acknowledged as a primary and engaged community resource; and valued as a campus where there are faculty, students, and professional staff active in research, creative work, and other scholarly activity.
Indiana University Kokomo Statement of Commitments
Indiana University Kokomo contributes to its students and to the region through the affirmation of the following values in all of its endeavors:
Commitment to Student Learning
The campus community provides a learner-centered environment grounded in the liberal arts and sciences and linked to the professional schools. We are committed to open and free inquiry, high quality instruction and academic support services, experiences that foster students’ development, opportunities for experiential learning, and the enhancement of skills in the areas of civic engagement, diversity, and global awareness and involvement.
Commitment to Regional Engagement
The campus community works with regional partners, including other educational institutions, to enhance the vitality of the region by promoting community engagement opportunities as a key campus strategy and by valuing service as a core component of faculty, student, and staff responsibilities and experiences.
Commitment to Diversity
The campus community demonstrates its commitment to diversity by providing a safe, welcoming, and inclusive environment that promotes integrity and respect among all members of the campus community and by valuing shared governance and open, civil discourse.
Commitment to Innovation
As a community of learners, the campus embraces innovation and creativity in its pursuit of best practices in teaching and learning, student development, institutional stewardship, and scholarly activity.
Commitment to Assessment
The campus community embraces a culture of assessment, actively seeking evidence for improving current practices while providing an atmosphere in which new initiatives can develop as the campus strives for excellence in all of its work.
Note: The campus mission, vision and commitment statements were approved by the IU Kokomo Faculty Senate September 2005. The IU Board of Trustees approved the mission statement October 2005. The Indiana Commission for Higher Education accepted the mission statement (TBA).
Strategic Priority I: Attain Fall Enrollment of 3,010 by 2011
Goal 1.0
Metric: Total fall semester headcount segmented by 3 distinct populations:
- undergraduates 2) graduates 3) specials
Baseline: Fall 2006 enrollment
Undergraduates 2367
Graduates 62
Specials 305
Total 2734
Target: Increase total fall undergraduate and graduate enrollment
by 2% annually from 2006 to 2011
Note: See five-year enrollment plan for initiatives
Strategic Priority II: Improving Bachelor’s Degree Graduation Rates
Goal 2.0: Enhance the educational and professional attainment level of area residents by improving bachelor’s degree graduation rates.
Metric: Degree completion in 6 years or less
Baseline: Average baccalaureate graduation rate for the 3 cohorts:
1996-02, 1997-03, 1998-04 equals 23.8%
Target: Increase baccalaureate graduation rate by 1% per year for the cohort beginning 2002, with an end goal of reaching and sustaining a 30% six-year graduation rate for new first-time freshmen
Note: See campus retention plan for persistence initiatives
Strategic Priority III: Enriching the Campus Learning Environment
Goal 3.1: Review current degree programs to determine if they continue to support the educational attainment needs of the region. Assess the potential for new baccalaureate and a limited number of master’s degree programs that reflect regional needs, while phasing out some associate degree programs and developing collaborations as needed with regional partners and IUPUI to enhance current programs and add new ones.
Metric: Compare the number and variety of baccalaureate and master’s offerings to similar institutions of comparable size, and mission.
Baseline: Current number of baccalaureate and master’s degree programs
Target: Identify and offer an array of regionally relevant degree programs comparable to other peer institutions
Note: A process to determine IU Kokomo’s peer institutions is currently underway
Goal 3.2 Initiate phase I of the Health Education Center building project, which will move the campus toward fulfilling its role as a comprehensive baccalaureate institution, by providing students with a facility that supports health related academic programs and promotes individual physical and social well being, while also contributing to a learner-centered environment where self-development requires a commitment to good health. [note: phase I, see Target]
Metric: A program statement which adheres to the guidelines for a new building project as required by the Indiana University Bureau of Facilities.
Baseline: 1977 Johnson, Johnson & Roy, Indiana University Kokomo Master Plan of proposed buildings based upon 1600 student FTE
Target: Implement an operational plan to launch the Health Education Center building project, that results in necessary University approvals to proceed with the development of a program statement, including site placement, building functions, cost estimate(s), method of financing and other details sufficient to achieve progression to phase II, approval of financing. Phase I operational plan completed by 2008.
Goal 3.3: Enhance the capacity of campus resources, facilities and infrastructure to support new and/or expanding and/or changing programs to provide state of the art learning environments and meet the social and developmental needs of our students.
Metric: Initiate a new review of current resources and facilities and develop a long-range plan to upgrade classrooms, labs, library facilities consistent with campus-wide technology and program-development objectives and to provide an enriched social environment for traditional age students. This plan will address existing infrastructure and look ten years out at issues of land acquisition and campus needs for new buildings.
Baseline: The campus’ Space Utilization Plan and including updates to reflect facilities improvement made in the last three years.
Target: A new Campus Facilities Plan will be developed prior to the next biennial budget cycle for 2007-2009, with implementation consistent with emergent campus and IU priorities and budget availability.
Goal 3.4: Continue the development of campus-wide assessment activities to ensure the campus sustains a culture of evidence and has clear channels programmatically and administratively to analyze and respond to data, especially but not exclusively with respect to academic programs.
Metric: The campus will demonstrate it actively uses program assessment to support the improvement of academic programs and other campus activities and units.
Baseline: The campus’ Campus-wide Assessment Plan
Target: All campus units will engage in program/unit assessment on an ongoing basis and will be able to demonstrate actions taken in response to the analysis of their assessment data.
Strategic Priority IV: Establish mutually beneficial partnerships with regional businesses, industries, governmental and non-profit organizations, and other educational institutions within strategically reasoned parameters that are consonant with the campus mission, vision, and commitments.
Goal 4.1: Establish partnership parameters to guide the development of mutually beneficial regional partnerships that provide opportunities for student, faculty, and staff engagement.
Metric 4.1.1: Number of campus/community partnerships/projects
Metric 4.1.2: Number of courses involving community engagement
Metric 4.1.3: Number of students involved in campus facilitated community engagement, including internships and field research
Metric 4.1.4: Number of faculty and staff who serve on area boards
Metric 4.1.5: Number of community members who serve on campus boards or participate regularly in campus projects
Baseline: Current data reflecting the metrics listed above
Target: Kokomo levels of community engagement will equal or exceed other regional IU campuses in all the above measures
Strategic Priority V: Promote campus diversity to prepare our graduates to function in a multi-racial, ethnic, gendered, global environment.
Goal 5.1: Increase the racial and ethnic diversity of the student body.
Metric: Percentage of racially and ethnically diverse students
Baseline: Current percentage of racially and ethnically diverse students
Target: Kokomo will enroll racially and ethnically diverse students at a rate equal to or greater than the percentage of minority population in the region served by the campus
Goal 5.2: Attract and retain diverse faculty and staff to support new and existing programs.
Metric: Percentage of faculty and staff who are diverse racially and ethnically
Baseline: 2005 levels of faculty and staff diversity
Target: Increase percentage of diverse faculty and staff to more closely reflect racial and ethnic diversity of region by fall 2012
Goal 5.3: Establish a task force to assist faculty and the administration in enhancing the diversity/globalization content, experiences, and pedagogies in campus programs and courses and to consider establishing minimum requirements for study of diversity and globalization.
Metric: Programs will be able to identify the diversity/global content and pedagogical approaches in their respective programs
Baseline: Current levels of diversity/global content, experiences, and pedagogies in campus programs
Target: Increase in the exposure to diversity/global content, experiences, and pedagogies will constitute a discrete and substantial portion of the education of our graduates
Strategic Priority VI: Enhance the visibility of the campus with key community stakeholders and promote the value of the campus to the region.
Goal 6.1: Create a comprehensive external relations plan, including specific objectives for enhancing the effectiveness of communications and marketing, alumni relations, government relations, and development.
Metric: Research and identify benchmarks for the creation of the plan
Baseline: Review the current plan
Target: Develop and implement the new plan.
Strategic Priority VII: Enhance the Role of Campus Scholarship/ Creative Work
Goal 7.1: Develop new campus and regionally-based avenues and opportunities, infrastructure, and resources for faculty, student, and staff research consistent with campus resources and regional needs.
Metric: Number of faculty, student, and staff research projects, including peer reviewed publications and especially projects, publications, and presentations related to research in the public interest. As a regional AASCU (American Association of State Colleges and Universities) campus we have a special obligation to promote the use of our faculties’ expertise to serve the region and the larger public good.
Baseline 7.1.1: Current number of faculty research projects, including those emphasizing regional and/or public issues
Baseline 7.1.2: Current number of externally funded faculty research projects involving regional and/or public needs or issues
Baseline: 7.1.3: Current campus infrastructure and resources supporting scholarship and creative work
Target 7.1.4: Increase the number of regionally-related/public research projects by 5% per year to a total increase of 25% above current level of activity by 2010
Target 7.1.5: Increase the number of externally funded research projects by 50% by 2010
Target 7.1.6: Provide additional infrastructure and resource investment consistent with supporting the target scholarly/creative objectives listed above.
