Strategic Plan 2005 - 2009
The IU Southeast Strategic Plan for Fiscal Years 2005 - 2009
(Note: This file is a PDF Document. You will need Adobe Acrobat Reader to view it.)
Introduction
Dear IU Southeast Friends, Supporters, and Campus Community Members:
The Strategic Planning Committee and I are very pleased to present Indiana University Southeast's Strategic Plan for Fiscal Years '05 through '09. Our campus has a long history of effective programming, and in recent years IU Southeast crafted a plan for six new programs, one of which has been the remarkably successful First Year Seminar. However, by 2002 when I joined the campus community and other new senior administrators became members of our team, the pressures of strong growth, limited facilities, and an outstripped infrastructure presented us with a clear need for a broader, more comprehensive strategic plan to address long-range issues and priorities well beyond new programming alone. The critical nature of this need became doubly apparent when the campus experienced a sudden and unanticipated enrollment decline in Fall 2003. IU Southeast undoubtedly required a comprehensive, long-range plan that would serve as a strong foundation for future growth - in student enrollment, high-quality academic programming, faculty and staff development, infrastructure, and community engagement.
To that end, a broadly based strategic planning group was assembled in October 2003. The Committee began its work by spending several months reviewing a wide array of materials and data concerning our region in order to understand Indiana University Southeast's history, its current context, its competitors, community needs, major regional issues, past enrollment and programming patterns, and both state and IU educational expectations. For instance, the Committee investigated studies like the Brookings Institute report, Beyond Merger: A Competitive Vision for the Regional City of Louisville; the SI 2020 vision statement; and the Indiana Commission for Higher Education's document, Indiana's Blueprint for Policy and Planning Development in Higher Education, as well as local demographic data and enrollment analyses provided by our Office of Institutional Research and Assessment. In addition, selected local and regional leaders were invited to discuss with the Committee their viewpoints on IU Southeast's role in regional development.
The Committee's review of background information and discussions with community leaders proved to be time well spent. Having studied IU Southeast's context and needs jointly and in detail, the Committee members very quickly reached consensus on seven major goals that would serve as the foundation for more detailed planning. In order to investigate those goals further and to craft specific strategic objectives and initiatives, a sub-committee with two co-chairs was established to develop a coherent plan for each goal. The charge to all sub-committees was to solicit input from a broad range of internal and external stakeholders. In addition to consulting with many individuals and groups within our campus community, the sub-committees engaged over eighty local and regional leaders to help develop their portions of the Strategic Plan.
In Spring 2004, a full draft of the plan was circulated to all members of our campus community for comment, and in May 2004, a preliminary draft was submitted to President Adam Herbert. In October 2004, a refined version was made available to Board of Advisors members and leaders in academic and support units through their respective vice chancellors. Their comments and feedback helped to shape this final version of the five-year plan, which the campus has already been using to guide its programming and budgeting efforts. Although all seven goals in this plan are critical for IU Southeast's future success, nevertheless, some clear priorities needed to be established, especially considering the difficulty of decision-making in times of limited or declining resources. As a result, I asked the members of the Strategic Planning Committee to determine the top priorities. After the demanding process of detailed long-range planning, I was particularly pleased to see the high degree of consensus quickly reached by the Committee members. Excellence in educational programming (Goal 1) and creation of an effective enrollment management program (Goal 2) were identified equally as the top priorities. These goals were judged as having the greatest baseline impact on IU Southeast's future and its vision of becoming and being recognized as a top-tier regional university. In addition, Goal 7, which focuses on establishing a consistent, ongoing process and format for both short- and long-term planning, will play a critical role in the campus's ability to achieve its strategic objectives. Central to this goal is the notion that our strategic planning will be flexible - updated, reviewed, and revised yearly to reflect changing conditions, needs, and priorities.
Finally, I wish to thank and congratulate the Strategic Planning Committee, our campus community members, and our supporters in the local community for the great time and effort they devoted to this strategic planning process. I believe the shared vision of educational excellence incorporated into our Strategic Plan provides Indiana University Southeast with the well-considered initiatives and objectives necessary for continued growth to distinction.
Sandra R. Patterson-Randles
Chancellor
Download an abridged copy of the IU Southeast Strategic Plan for Fiscal Years 2005 - 2009
(Note: This file is a PDF Document. You will need Adobe Acrobat Reader to view it.)
