Faculty, staff, and students at Indiana University Kokomo revisited the campus 2011-2015 strategic plan in response to a call for a university-wide strategic plan aimed at 2020, the bicentennial of Indiana University. In 2013 and 2014, campus constituencies provided input during large and small group discussion planning retreats. The 2015-2020 plan contains five strategic priorities, objectives, and action plans to meet our goals. The focus is to take bold steps to move IU Kokomo in the direction of a comprehensive campus that continues to meet the needs of the region and provide students with an engaging higher education experience. In addition, the plan is designed to collaborate with the other IU regional campuses on the Blueprint for Student Attainment.
As the plan was being developed, it was important to maintain the momentum of growth and innovation grounded in student success – values we embrace. It captures the entrepreneurial spirit of the campus while providing focus and purpose.
The Indiana University Kokomo strategic priorities are operationalized through individual schools, departments, and offices on campus. The strategic plans for each campus unit are mapped to the Indiana University Kokomo campus strategic priorities, which correlate with the broader Bicentennial Strategic Plan for Indiana University.
Indiana University Kokomo Strategic Priorities:
- Preparing students for a 21st-century global economy by delivering innovative and relevant academic programs
- Increasing college enrollment and degree attainment in north central Indiana
- Promoting the culture of discovery and creativity among students, faculty, staff and community members
- Being a valued regional partner by enhancing relationships with community members and alumni
- Supporting the professional growth of faculty and staff
Campus constituents have gathered on a regular basis to review our progress on action items in the plan. This has been done at Strategic Planning Retreats and Administrative Council meetings which are made up of the leadership of all academic and administrative units on campus. By strategic priority examples of accomplishments include:
Priority I: Addition of new online course offerings, increased number of students taking part in high impact practices through our KEY initiative, an addition of new high tech learning environments (crime lab, math commons, library renovation), and a review of diversity and inclusion throughout the curriculum.
Priority II: Increased enrollment, attracting a higher percentage of well-prepared students, establishment of the KEY Program, and improved graduation rates.
Priority III: Hiring of a part-time grants writer, increased applied learning opportunities (Downtown Art Gallery and Design Center), a creation of a campus literary magazine (Field), and increased levels of assessment throughout the curriculum and co-curriculum.
Priority IV: Creation of advisory boards in each county we serve, increase in summer camps open to the community (Science Camp, Art Camp, Sustainability Camp), working to create a Center for Community Engagement, and increased involvement and recognition of alumni (Hall of Fame Gala).
Priority V: Funding for professional development for faculty and staff, increased involvement in Healthy IU initiatives (Sleep Walk), increased campus health programs (Cooking with Kim),
To improve institutional effectiveness, each unit documents and tracks progress toward strategic plan goals using the Taskstream software. We will continue to re-visit our plan to track progress and ensure that goals are met.