Strategic Plan

Provide forums for more intentional connection, experiential learning, and knowledge sharing among and between alumni, students (online and on-campus), faculty, and others including donors, research partners, community organizations, and the Board of Visitors to boost involvement in the life of the school.

Diversify, broaden, and streamline external communications channels to reach new networks and communities, with a focus on diversity, equity and inclusion (DEI) and reaching organizations that may not currently have access to our Incentivize faculty to ensure that new data is shareable across many channels.

Make communications within the school more strategic by collecting research, events, and other community creations and sharing these through manageable, meaningful, and multi-faceted approaches to both increase student, staff, and faculty awareness and engagement as well as to encourage more comprehensive partnerships within the school.

Enhance Internal Community Support for underrepresented and minoritized faculty, staff, and students by promoting DEI initiatives, ensuring all school communications reflect the diversity of our community, and providing learning resources to faculty and staff.

Continue expanding engagement with leaders in Indiana, nationally, and globally through professional development.

Provide a supportive and welcoming environment for all students by connecting them to alumni, faculty, staff, and student networks, creating additional scholarship opportunities, and reaffirming a culture of diversity, equity, and inclusion. Improve underrepresented and minoritized student, staff, and faculty recruitment and retention through a commitment to inclusive hiring and admission practices, supportive onboarding, and relationship building. Support a culture of DEI by providing professional development resources for faculty and staff.

Create partnerships and collaborations to increase the reach of the school in current and new audiences, engaging alumni, other schools and universities, and philanthropic organizations for the purposes of recruitment and creating a supportive community.

Offer meaningful and purpose-driven online education by expanding recruitment efforts with the M.A. program, successfully building a strong professional doctorate program, and pursuing excellence and pedagogical best practices for all academic offerings.

Create a diverse and responsive curriculum to meet demand and student interest in the areas of activism, service-learning, social change, and skills that translate into the workplace.

Expand The Fund Raising School’s course offerings by drawing on research and expertise from the Mays Family Institute on Diverse Giving, Women’s Philanthropy Institute, Lake Institute on Faith & Giving, Muslim Philanthropy Initiative, and other innovators, making sure to be inclusive of all demographics.

Match each interested student with an (alumni) mentor at the beginning of their experience, encouraging regular communications, internships, and job shadowing.

• Invest in marketing to support student recruitment.
• Support new and existing degree Raise revenue for the PhD program, including fundraising for student scholarships.

• Incentivize efficiencies and assess duplications in functions while examining the pandemic’s effects, including significant changes in practices and convenings. Practices include re-evaluating the organizational chart and reviewing progress on the strategic plan.
• Being inclusive and accessible to everyone by formalizing hiring and onboarding processes, ensuring access to resources, and incorporating feedback to continuously improve the process.

• Diversify funding sources to strengthen financial Secure more long-term and/or larger-budget contracts and contracts with local organizations. Raise endowments for research.
• Support faculty research outside the Research Department, including support in preparing and monitoring grant activities.