Criterion Two: The institution has effectively organized the human, financial, and physical resources necessary to accomplish its purpose. ABSTRACT: This chapter focuses on documenting the existence of well-defined organizational structures and a system of governance that ensures appropriate input of constituencies in decision making; appropriately trained and experienced administrators, faculty, and support personnel; enrollment patterns and trends that ensure a sufficient enrollment to meet both short and long term goals; a physical plant, services, academic resources, and equipment designed to ensure successful student learning in a safe and healthy environment; and responsible management of university resources. Organizational Structures and Governance Indiana University Indiana University is a statewide institution of eight campuses, the largest of which are at Bloomington and Indianapolis. Six smaller campuses listed in order of decreasing size are located at South Bend, New Albany, Fort Wayne, Gary, Kokomo, and Richmond. Acts of the Indiana Legislature in 1837-1838 transformed the present Indiana University from a college to a university. The university governance structure conforms to the Indiana statute of 1837-1838 and all applicable laws enacted in the intervening period. The Indiana University Board of Trustees is charged by Indiana statutes with responsibilities that include the governance of the property of the institution; the governance of the conduct of students, faculty, and employees; the setting of fees and financial aid; the prescription of admission standards, curricula, and courses to be offered (IC 20-12-1-2). However, the Indiana University Board of Trustees is limited in some actions and must obtain approval of the Indiana Commission of Higher Education before implementing their actions (IC 20-12-0.5-8). The trustees have granted certain powers to the Indiana University president, vice presidents, and faculty. The president of Indiana University is the chief executive officer of the university and has been granted broad powers by the trustees for implementation of their policies and to manage and administer the university in accordance with the policies of the Indiana University Board of Trustees and all applicable laws. The Office of the President consists of the president, seven vice presidents (academic affairs, long range planning, administration, finances, research, public affairs and government relations, and information technology), and the treasurer. Each of the eight campuses is headed by a chancellor who reports to the president of the university. The chancellors in Bloomington and Indianapolis serve also as university vice presidents, for academic affairs and long range planning, respectively. Through the Constitution of the Indiana University Faculty, the faculty of Indiana University has been granted authority by the trustees for self-governance in the academic area of the university. (See Indiana University Academic Handbook.) This authority is “subject to the Trustees of Indiana University, the laws of Indiana and the United States, and other provisions of this constitution” (Article 2: Section 2.1). The authority granted is legislative and consultative in the areas of academic mission; academic programs, curriculum, class scheduling and academic calendar; admission and retention of students; standards and procedures for student conduct and discipline; faculty promotion, tenure and reappointment; review of academic officers; and conferring of degrees. The Indiana University Academic Handbook is available in the NCA Resource Room. The Indiana University faculty governance body is the University Faculty Council (UFC) consisting of elected representatives from the faculties of all campuses of Indiana University and presided over by the president of Indiana University. The number of elected representatives is based on the number of tenure-track faculty on each campus. The president of the faculty governance organization of each campus is a member of the UFC in addition to the elected representatives. The agenda for the UFC is set by the agenda committee consisting of the presidents of the campus faculty bodies plus two elected representatives from each of the Bloomington and Indianapolis faculty councils. The presidents of the Bloomington and Indianapolis faculty councils are co-secretaries of the UFC and take turns presiding over meetings of the Agenda Committee. Policies enacted by the UFC are submitted to the Office of the President and, depending on the nature of the policy, the Indiana University Board of Trustees for approval before they are finally implemented by the university. Policies enacted by the UFC and approved by the president and trustees supercede policies of individual campuses. Most polices discussed and enacted by the UFC were previously discussed in committees of the UFC and by campus faculty bodies.   Indiana University South Bend The chancellor is the chief administrative officer of Indiana University South Bend and reports to the president. Kenneth L. Perrin has been chancellor of Indiana University South Bend since July 1997. The vice chancellor for academic affairs, the acting vice chancellor for student affairs, and the vice chancellor for finance and administration report to the chancellor. Currently, the associate vice chancellor for information technology and the directors of development, institutional research, safety and security, facilities management, community links, communications and marketing, affirmative action, alumni affairs and ceremonies, and human resources attend to the other administrative areas and also report directly to the chancellor. (See Indiana University South Bend organizational chart, Appendix D.)  The Indiana University South Bend academic units include the Division of Arts, the Division of Business and Economics, the Division of Continuing Education, the Division of Education, the General Studies Degree Program, the Division of Labor Studies, the Division of Liberal Arts and Sciences, the Division of Nursing and Health Professions, the School of Public and Environmental Affairs, and the School of Social Work. The deans, directors, and coordinators of these units provide day-to-day oversight of the faculty, budgets, programs, and curricula of respective units. They, along with the library director, report to the vice chancellor for academic affairs. Although most of the units have counterparts on other Indiana University campuses, they operate autonomously with little or no interaction with their counterparts. Exceptions are Division of Labor Studies, Division of Nursing and Health Professions, School of Public and Environmental Affairs, and School of Social Work, which belong to university-wide schools administered by central university deans. These four Indiana University South Bend unit heads report to the vice chancellor for academic affairs at Indiana University South Bend and to the central university deans at Indiana University—Purdue University Indianapolis on a variety of issues including curriculum, promotion, and tenure.     Governance Structure Faculty Faculty governance at Indiana University South Bend is through the IUSB Academic Senate, its officers, and executive, standing, and elected committees. All tenure-track faculty, full-time lecturers and instructors, and up to 15 representatives of the associate faculty are members of the IUSB Academic Senate. The full membership insures that all faculty members have a direct voice in the governance of the campus. The IUSB Faculty Constitution grants the Indiana University South Bend faculty the legislative and consultative powers outlined in the Indiana University Constitution as long as Indiana University South Bend’s determinations do not conflict with the Indiana University Constitution, state or federal laws, or policies of the Indiana University Board of Trustees. The Executive Committee makes appointments to standing committees, to ad hoc committees, and to search and screen committees where faculty consultation is required by the IUSB Faculty Constitution. (Administrative positions carrying faculty rank require two-thirds of the search and screen committee members to be full-time faculty.) Standing committee membership must be ratified by the IUSB Academic Senate. In addition, the Executive Committee sets the agenda for the meetings of the IUSB Academic Senate and maintains an up-to-date version of the IUSB Academic Handbook. In cases of dire emergency, the Executive Committee can act provisionally for the IUSB Academic Senate. The standing committees have consultative and legislative powers subject to review of their actions by the IUSB Academic Senate. Elected committees have specific powers defined in sections and articles of the IUSB Constitution. The IUSB Student Association and some administrative areas have representatives on most of the standing committees and voting positions on some, such as the Campus Directions Committee and the Information Technologies Committee. The consultative nature of the governance structure insures that all constituencies have an avenue for providing input into budgetary and program decisions. Through the faculty governance structure, the faculty reviews campus budgets, curricula and programs of the various units, reappointment and promotion of colleagues, new position and course requests, and admission and retention of students. This review helps to maintain the quality of the programs offered and degrees granted by the university, assists the chancellor in making decisions supported by faculty resources, and ensures faculty representation on issues related to quality, integrity, and academic freedom. Committee structures disperse the load so that no one need be burdened with excessive time spent away from the research/scholarship/performance and teaching duties that are the main function of the university. In all cases, the actions of committees and the IUSB Academic Senate are recommendations to the vice chancellor for academic affairs and/or the chancellor.  Students The purpose of the IUSB Student Government Association is to formulate policy governing the activities and welfare of the students at Indiana University South Bend, represent the student viewpoint on administration and faculty committees, encourage opportunities for student involvement in the Indiana University South Bend community and the surrounding area, provide practical experience and develop leadership skills while at Indiana University South Bend, and protect the rights of all students enrolled on the Indiana University South Bend campus.  The Student Government Association is composed of an executive cabinet, a legislative body, and a judicial council. It also has a university appointed advisor. The Executive Cabinet consists of the president of the student body, the vice-president of the student body (president of the student senate), the comptroller, and the secretary. The student body president represents student views at the meetings of the chancellor’s staff. Staff Professional staff are primarily noninstructional staff who are exempt under the Fair Labor Standards Act. They are paid on a monthly basis for services performed rather than on an hourly schedule. The professional staff includes a diverse set of titles and covers a wide variety of functions and ranks. Several senior administrators including the vice chancellor for financial and administrative affairs, the associate vice chancellor for academic affairs, and the associate vice chancellor for information technology, hold professional staff appointments, as do many of the senior department heads who report to them. Many of the directors who report to the chancellor, the vice chancellor for student affairs, the vice chancellor for academic affairs, or to divisional deans hold professional staff appointments. A significant number of professional staff are student services personnel. Also, several departments employ professional staff as laboratory supervisors or in similar specialist positions, and some of these have teaching responsibilities.  The Professional Staff Council provides professional staff members with representative participation in university affairs by making recommendations and offering advice regarding policy formulation and problem solving on issues that affect the general welfare, the working conditions, and the services rendered by the professional staff of the university. (See IUSB Professional Staff Constitution in the NCA Resource Room.) The Professional Staff Council consists of nine board members, including a president, a secretary, a treasurer, and six elected representatives.  Clerical/technical support staff consist primarily of secretaries to Indiana University South Bend’s many academic and administrative offices. Other clerical/technical staff work in finance and administration, student affairs, external affairs, the IUSB Bookstore, the IUSB Child Development Center, and information technologies. Clerical/technical staff are paid by the hour, receive pay bi-weekly, and are represented by the Bi-Weekly Staff Council.  The purpose of the Bi-Weekly Staff Council, which also includes service maintenance employees, is to represent the employee staff by presenting suggestions and recommendations of solutions to problems and by airing issues affecting the welfare of, the working conditions of, and the services rendered by the employee staff personnel at Indiana University South Bend. (See IUSB Bi-Weekly Staff Bylaws.) The Bi-Weekly Staff Council has a president, a vice president, a secretary, a treasurer, and 10 elected representatives, one from each bi-weekly staff district.  Service/Maintenance employees are nonexempt appointed staff on the bi-weekly payroll represented by AFSCME Local 1477-01 who work in the custodial, maintenance, grounds, support services, copy center, and safety and security occupational units. AFSCME Local 1477-01 is affiliated with Indiana Council 62 of the American Federation of State, County, and Municipal Employees, AFL-CIO. The local union officers include the president, vice president, treasurer, secretary, chief steward, occupational unit stewards, trustees, and executive board members.    Human Resources Faculty As of fall semester 1999 Indiana University South Bend had 242 full-time faculty and administrators with faculty rank. Approximately 75 percent were tenured or tenure probationary, and 64 percent of these had tenure. All but one of the 185 (99.5 percent) tenured and tenure-track faculty hold terminal degrees. Of the total population of full-time faculty and administrators, including lecturers and visiting and clinical positions, 197 (81.4 percent) have terminal degrees. There were 10 librarians who held faculty rank and were not included in these totals. Indiana University South Bend also had 292 associate faculty members. As a result of leaves and administrative or other research assignments, the fall 1999 full-time teaching equivalent (FTE) was 154.2. (One teaching FTE is defined to be a 12 credit hour teaching load each semester.) Since 1990 the number of faculty and administrators has increased by 34 percent, whereas the teaching FTE has increased by only 27 percent. The disparity is due to the fact that faculty, including administrators with faculty rank, have increasingly been given nonteaching assignments and these reassignments from teaching have more than outpaced the teaching provided by new faculty positions added.  The number of female faculty has nearly doubled since 1990. Females now comprise 44.6 percent of the faculty and administrators compared to 32.2 percent in 1990. They represent 30.8 percent of the tenured and tenure-track faculty, including 9 full professors, 26 associate professors, and 22 assistant professors. The number of minority faculty members has increased by more than 50 percent since 1990, but it still comprises less than 12 percent of the total number of faculty and administrators. The increase in minority faculty has come primarily in terms of Asian faculty. The campus has not made significant improvement in increasing the number of African American, Hispanic, or Native American faculty. The 28 minority faculty members include 13 who are tenured, 10 who are tenure probationary, and 5 who are tenure ineligible (lecturers).      Table 3.1 IUSB Employees with Faculty Rank Faculty and Administrators               1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 Tenured N/A  109  104  106  105  103  106  107 112  118  Tenure Probationary N/A  44  54  57  66  68  67  72  69  67  Nontenure Track N/A  34  31  32  34  30  30  31  30  32  Visiting Faculty N/A  9  21  20  16  17  13  16  29  25  Total 180  196  210  215  221  218  216  226  240  242                        Leaves and Sabbaticals N/A  N/A  11  6  7 7  8  9  11  11  Net Subtotal N/A  N/A  199  209  214  211  208  217  229  231                        FTE Teaching* 121  127  133  138  141  142  142  144  155  154                        Gender Statistics                     1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 Male 122  129 135  140  140  140  134  133  135  134  Female 58  67  75  75  81  78  82  93  105  108  Percent Female 32%  34%  36%  35%  37%  36%  38%  41%  44%  45%                        Ethnicity Statistics                     1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 Asian 8  10  11  11  12  13  13  14  17  17  African American 6  7  11  8  9  8  6  6  9  9  Hispanic 3  4  3  3  4  3  2  2  2  2  Native American 0  0  1  1  1  1  0  0  0  0  Total Minority 17  21  26  23  26  25  21  22  28  28  Percent Minority 9%  11%  12%  11%  12%  12%  10%  10%  12%  12%                        Librarians (not included above)                   1990 1991 1992 1993 1994 1995 1996 1997 1998 1999   N/A  8  9  9  9  9  9  9  11  10  * One FTE teaching = 12 credit hours  Although Indiana University South Bend has substantially increased the number of full-time faculty in the past 10 years, the campus continues to rely heavily on associate faculty. As Table 3.2 illustrates, the full-time equivalent (FTE) teaching load of fall semester associate faculty has decreased from 42.3 percent of the total FTE teaching load in 1990 to 34.6 percent in 1999. While this is modest improvement toward the campus goal of decreasing dependency on associate faculty, it is encouraging to note that it has occurred during a decade when fall semester student credit hour (SCH) production rose from 58,841 to 61,422. However, the overall SCH/FTE dropped during this period. If the campus had sustained the same SCH/FTE ratio as existed in fall 1990 (279 rather than the current 261), then the need for associate faculty in fall 1999 would have been 27.8 percent instead of 34.6 percent. Table 3.2 Instructional Effort   1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 SCH 58,841  60,462  65,257  63,086  62,532  60,578  59,598  61,228  63,438  61,422  FTE-FT 121.43  126.78  132.45  137.54  140.63  142.29  142.27  143.9  155.11  154.20  FTE-PT 89.11  87.28  97.80  102.44  94.08  93.92  84.23  92.73  89.33  81.48  SCH/FTE 279.48  282.46  283.42  262.88  266.43  256.46  263.13  258.76  259.52  261.61                        % Part-Time 42%  41%  43%  43%  40%  40%  37%  39%  37%  35%  Nonacademic Staff Appointed staff employees fall into three different functional classifications: Professional (PA), Clerical/Technical (CL/TE), and Service/Maintenance (SM). A substantial number of part-time/hourly employees provide additional institutional staffing support. As seen in Table 3.3, the number of full-time appointed staff has increased by 58 percent (from 199 to 314) since 1990.  Between 1990 and 1999, the largest increase occurred in the Professional staff ranks where there was a 114 percent increase (from 56 to 120). Of the 64 professional positions that were added since 1990, 7 positions were formerly held by faculty members, 2 positions were reclassified from the service maintenance area, 3 positions were reclassified from the bi-weekly area, 13 positions were newly appointed positions in the office of information technologies area, 12 positions were newly appointed in on-going grant accounts, 20 new appointments were for academic units, and 7 new appointments were for other administrative units.  In the same time period, full-time Clerical/Technical staff increased by 42 percent, and Service/Maintenance increased by 25 percent. Of the 37 bi-weekly positions that were added since 1990, 16 positions were reclassified from hourly (positions working in excess of 35 hours per week), 10 new appointments were for administrative units, 5 were newly appointed positions in the office of information technologies area, and 2 appointments were in academic units.  The service maintenance position increase was due to additional custodial, maintenance, and grounds keeping positions related to plant expansion.  Indiana University South Bend’s staffing may be lean in some areas, as supervisors are wont to argue, but there are no good data on how Indiana University South Bend’s staffing levels compare to peer institutions. There is no single study that compares staff levels in all work units. One problem in conducting such a study is the lack of consistent work unit definitions among institutions. For example, institutions may have different views of what is included in student enrollment, student admissions, student services, and other units. However, staffing studies for some work units are conducted by related professional associations. For example, the Association of Higher Education Facilities Officers publishes Custodial Staffing Guidelines for Educational Facilities. Based on Indiana University South Bend’s total building square feet, custodial staffing levels are consistent with other institutions. According to a Bureau of Justice statistics survey of college campuses, Indiana University South Bend’s number of law enforcement employees is below that expected for its student enrollment. Because this study included some residential campuses, however, comparisons are difficult. Table 3.3 IUSB Employment Statistics Clerical/Technical 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 Nonminority 81  92  90  93  94  81  83  90  90  108  Minority 7  12  16  15  17  18  15  12  14  17  Female N/A  N/A  N/A  N/A  N/A  N/A  N/A  99  99  113  Male N/A  N/A  N/A  N/A  N/A  N/A  N/A  3  5  12  Total Full Time 88  104  106  108  111  99  98  102  104  125                        Service/Maintenance 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 Nonminority N/A  34  37  39  40  38  49  41  42  41  Minority N/A  19  20  19  21  21  22  25  25  28  Female N/A  N/A  N/A  N/A  N/A  N/A  N/A  17  19  18  Male N/A  N/A  N/A  N/A  N/A  N/A  N/A  49  48  51  Total Full Time 55  53  57  58  61  58  61  66  67  69                        Professional 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 Nonminority N/A  51  55  65  63  70  77  82  95  110  Minority N/A  7  8  8  9  10  9  9  12  10  Female N/A  N/A  N/A  N/A  N/A  N/A  N/A  57  67  78  Male N/A  N/A  N/A  N/A  N/A  N/A  N/A  34  40  42  Total Full Time 56  58  63  73  72  80  86  81  107  120                        Total Full-time Staff 199  215  226  239  244  237  245  259  278  314  Total Part-time Staff N/A  N/A  N/A  N/A  N/A  592  606  598  660  584  Total Staff N/A  N/A  N/A  N/A  N/A  829  851  857  938  898  Enrollment Pattern Indiana University South Bend has a student body population of slightly over 7,050.1 Of the total population, 83.8 percent live in St. Joseph or Elkhart county, 64.2 percent are female, and 80.7 percent are undergraduate students who account for 89.2 percent of credit hour production. The 1979 IUSB Self-Study indicated that the student body had changed significantly in its composition between 1972 and 1979 with a shift from traditional aged to older students who were more likely to attend school part time and were more likely to be female. Data presented in the 1989 IUSB Self-Study indicated that these trends continued through the 1980s. The median overall age of Indiana University South Bend students was 26 years, 63 percent of the students were women, and only 31 percent of the students were attending Indiana University South Bend full time in 1989. During the 1990s the campus has seen a shift back to a more traditional population. Today, the majority of students are still women (64.2 percent). However, the overall median age has dropped to 23, and approximately 55 percent of the current degree seeking undergraduate students attend Indiana University South Bend full time. As Table 3.4 indicates, the drop in part-time students and the rise in full-time students have occurred steadily throughout the decade. The largest drop in part-time students occurred in the fall of 1995 when dramatically low regional unemployment rates resulted in increased work hours for students already employed and new jobs for under-employed and unemployed students. At the same time, the number of high school seniors, especially in St. Joseph County, had declined steadily between 1990 and 1995.  --------------------- 1 The present chapter refers only to students enrolled in IUSB credit programs. Students in continuing education programs are discussed in Chapter 6. Unless otherwise noted, statistics omit students enrolled in the Purdue University School of Technology programs housed on the south Bend campus or at its IUSB Elkhart Center. Data are drawn from the fall 1999 Enrollment Report compiled by the IUSB Office of the Registrar, and earlier editions of the same report; from the fall 1998 Student Survey; and from information provided by the Office of Student Affairs and the Office of Academic Affairs.    Table 3.4 Enrollment Status of Undergraduate Degree Seeking Students (Headcount) Fall Semesters 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 Full-Time UG N/A  N/A  2,914  2,787  2,725  2,735  2,699  2,869  2,995  2,806  Part-Time UG N/A  N/A  3,500  3,446  3,206  2,804  2,621  2,598  2,597  2,261  Percent Full-time N/A  N/A  45%  45%  46%  49%  51%  53%  54%  55%  Indiana University South Bend experienced a dramatic increase of 25.6 percent in student population between 1979 and 1992, from 5,800 to 7,801. However, as seen in Table 3.5, between 1992 and 1996, the student population declined, from a peak of 7,801 in 1992 to 7,093 in 1996. The most severe reduction occurred in 1995, concurrent with low regional unemployment as described above. Headcount rose slightly in 1997 and 1998, but fell in 1999 to 7,070 students, just below the fall 1996 level. The fall 1999 headcount is the lowest of the decade, but it is higher than the fall 1989 headcount. As the table indicates, however, with the shift to more full-time students, the student FTE and credit hour production for fall 1999 are the fifth highest of the decade. (An FTE student is defined to be 15 undergraduate or 12 graduate credit hours.)  Table 3.5 IUSB Headcount, Credit Hour, and Student FTE Comparisons Fall Semesters 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 Headcount 7,220  7,440  7,801  7,582  7,660  7,274  7,093  7,175  7,388  7,070  Percent Change 5%  3%  5%  -3%  1%  -5%  -3%  1%  3%  -4%                        Credit Hours 57,680  60,726  64,632  62,369  61,959  60,136  59,163  61,231  63,465  61,422  Percent Change 6%  5%  6%  -4%  -1%  -3%  -2%  4%  4%  -3%                        FTE 3,952  4,162  4,428  4,269  4,248  4,128  4,059  4,201  4,350  4,205  Percent Change 6%  5%  6%  -4%  -1%  -3%  -2%  4%  4%  -3%  As seen in Table 3.6, the large enrollment increases of the early 1990s occurred in degree seeking undergraduates and in nondegree seeking graduates. Current enrollments of degree seeking undergraduates and graduates are less than the fall 1990 values. The number of nondegree seeking undergraduates has fluctuated somewhat, but the fall 1999 value is roughly the same as the fall 1990 value. The fall 1999 number of nondegree seeking graduates is above the value for fall 1990 but is still only the second highest value of the decade.     Table 3.6 IUSB Headcount Comparisons by Degree Status   1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 Degree Seeking UG 5,158 5,443 5,740 5,618 5,480 5,122 4,973 5,048 5,201 5,067 Percent Change 12% 6% 6% -2% -3% -7% -3% 2% 3% -3%                       Nondegree Seeking UG 629 555 526 488 645 598 638 678 712 635 Percent Change -16% -12% -5% -7% 32% -7% 7% 6% 5% -11%                       Degree Seeking Grad 1,093 949 844 875 854 857 836 960 948 916 Percent Change 3% -13% -11% 4% -2% 0% -3% 15% -1% -3%                       Nondegree Seeking Grad 340 493 691 601 681 697 646 489 527 452 Percent Change 57% 45% 40% -13% 13% 2% -7% -24% 8% -14% In 1987, the IUSB Campus Planning Group agreed on an enrollment plan that sought to increase overall campus enrollment by 5 percent per year until enrollment reached 12,000 students. While there was general campus consensus regarding the plan, most now agree that a continuing 5 percent growth rate was unrealistic. One of the concerns expressed in the 1990 NCA Report was that “IUSB has set ambitious, worthwhile goals for enrollment, but has not yet established practical plans to achieve those goals.” Clearly the NCA team was correct. The halt in drastic enrollment increases has provided the badly needed opportunity to catch up, in both academic and student services, to the needs of the expanded student population. Indiana University South Bend is less concerned today about realizing a 5 percent per year growth rate and more concerned about establishing retention strategies, admission, placement testing, and remediation policies that will help ensure student success.  The number of freshmen who matriculate at Indiana University South Bend in the same year they graduate from high school has increased steadily over the past few years, a 20 percent increase since 1990. The percentage of high school graduates enrolled at Indiana University South Bend in the fall semester immediately after graduation has doubled for St. Joseph County and more than tripled for Elkhart County in the last eight years. In 1999, 15.2 percent of the 1999 St. Joseph County high school graduates and 9.1 percent of the 1999 Elkhart County high school graduates enrolled at Indiana University South Bend.  Although a greater percentage of students graduate from high school, the number of students in these classes is declining. Thus, future enrollment projections based on predicted high school graduates, freshman matriculants, and gross retention ratios indicate that the Indiana University South Bend undergraduate headcount enrollment will decline until 2006. If Indiana University South Bend hopes to maintain the current headcount enrollment, then it must attract a greater percentage of graduating high school seniors, recruit nontraditional students, and improve overall retention rates. Table 3.7 Future Enrollment Projections High School Graduates                       Actual  Projected                     1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 St. Joseph County                       2,558  2,550  2,568  2,530  2,444  2,487  2,482  2,446  2,617  2,619  2,790  2,724  Elkahrt Couty                       1,721  1,612  1,682  1,637  1,644  1,602  1,627  1,715  1,810  1,879  1,860  1,862                            IUSB Undergraduates                       Actual Projected                     1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 Freshman                           1,906  1,773  1,788  1,766  1,746  1,755  1,747  1,742  1,799  1,831  1,875  1,875  Sophmore                           1,329  1,350  1,256  1,266  1,251  1,237  1,243 1,237  1,234  1,274  1,297 1,328  Junior                           839  852  865  805  812  802  793  797  793  791  817  831  Seniors                           1,127  1,092  1,109  1,126  1,048  1,057  1,044  1,032  1,037  1,032  1,030  1,063  Total 5,201  5,067  5,018  4,963  4,857  4,851  4,827  4,808  4,863  4,928  5,019  5,097  In the coming years, Indiana University South Bend will continue to focus particular attention on increasing the cultural diversity of the student population. Over the past several years, there has been a steady but slow rise in minority representation, from 7.51 percent in 1990 to 8.81 percent in 1999 (Table 3.8). According to the 1990 United States census statistics for the two major metropolitan areas in this region, campus African American and Hispanic enrollment percentages are below those in the surrounding community (Table 3.9). The IUSB Office for Campus Diversity was created in 1995 to address this issue. Table 3.8 IUSB Enrollment Comparisons by Ethnicity Status   1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 American Indian 6  9  15  25  23  19  21  18  28  19  Percent Campus Total 0.1%  0.1%  0.2%  0.3%  0.3%  0.3%  0.3%  0.3%  0.4%  0.3%  Asian 75  90  74  75  79  71  87  92  92  74  Percent Campus Total 1.0%  1.2%  1.0%  1.0%  1.0%  1.0%  1.2%  1.3%  1.3%  1.1%  African American 329  350  357  384  400  412  394  412  439  405  Percent Campus Total 4.6%  4.7%  4.6%  5.1%  5.2%  5.7%  5.6%  5.7%  5.9%  5.7%  Hispanic 57  69  87  92  92  103  118  119  129  125  Percent Campus Total 0.8%  0.9%  1.1%  1.2%  1.2%  1.4%  1.7%  1.7%  1.8%  1.8%  Other 6,716  6,884  7,247  7,006  7,006  6,669  6,473  6,534  6,700  6,447  Percent Campus Total 93.5%  92.5%  92.9%  92.4%  92.3%  91.7%  91.3%  91.1%  90.7%  91.2%  Table 3.9 Metropolitan Ethnicity Statistics from the 1990 Census   American Indian Asian African American Hispanic Other South Bend/Mishawaka 0.3%  1.0%  9.6%  2.1%  87.0%  Elkhart/Goshen 0.3%  0.6%  4.5%  1.8%  92.8%  Combined Totals 0.3%  0.9%  7.6%  2.0%  89.3%  Physical Resources Buildings and Grounds The Indiana University South Bend campus encompasses 80 acres, including 26 undeveloped acres south of the St. Joseph River. In the last 10 years, the assignable space increased by 63 percent to 789,144 square feet. There are 55 buildings, including 9 academic buildings. These provide 93 classrooms, 46 instructional laboratories, 728 offices, and 26 conference rooms. The university also owns an additional building containing 124,063 square feet of space. Part of the building is being rented to the Associates Corporation, but plans are underway to utilize the remainder of the building beginning in fall 2000. The first phase of renovation of this facility will include the art gallery. Physical Facility Changes Several major improvements have been made to the physical facilities since 1989. Additional details on capital expenditures and sources of funding can be found in Table 3.12.  A major renovation of the basement, ground, first, and third floors of the north wing of Northside Hall was completed in 1991. The IUSB Bookstore, faculty offices, laboratories, and classrooms were created from space that was vacated upon completion of the Schurz Library.  The former South Bend National Guard Armory was purchased and renovated in 1993, creating classrooms and office spaces for the Purdue University School of Technology programs and for IUSB Facilities Management.  A parking garage containing 692 parking spaces was completed in 1994, bringing the total number of parking spaces on campus to 2,113 for fall 1999.  Wiekamp Hall was completed in 1997. It contains 17 multi-purpose classrooms, 5 computer classrooms, a foreign language laboratory, 5 conference/seminar rooms, 4 lounge areas, and 192 offices and workrooms for faculty and staff.  The campus cafeteria and the nearby Child Development Center were renovated in 1998.  A pedestrian mall (green space) was completed at the center of the campus in 1998. The 6.4 acre area was developed with trees, lawn, seating/meeting area, and interconnecting concrete walks.  A major renovation of the fourth floor of Northside Hall was completed in 1998 using space vacated by the moves of humanities and social science departments to Wiekamp Hall. Faculty offices and laboratories were created to allow the Indiana University South Bend nursing program to move on campus. Offices were also renovated for the Indiana University South Bend Master’s in Social Work program. Space on the second floor was renovated for the University Center for Excellence in Teaching (UCET). Additional and sorely needed renovation of second floor laboratory space for the computer science program has not been scheduled. Space on the first floor vacated by the foreign language laboratory was designated for use as an anatomy laboratory.  The vacated Parkview Detention Center bordering the campus was purchased and was demolished in 1999. Additional parking spaces were created on the site to replace spaces lost in construction of the student activity center.  A 4,200 square foot art gallery with a cost of approximately $560,000 is under construction on the first floor of the Associates Building. The facility is scheduled for completion in fall 2000.  For the biennium period 1999-2001, Indiana University South Bend received a capital appropriation of $16.7 million for a student activities building. Ceremonial ground breaking for the new facility took place in fall 1999, and construction began in February 2000. The 100,000 square foot center is scheduled for completion by July 2001. The facility will provide a place where students can participate in the full college experience and enjoy activities outside of regular classes. This facility is part of the campus plan to increase student retention rates by providing for the welfare of the whole student.  Future Plans Developmental plans for the area south of the St. Joseph River include recreational fields, residential housing, and related parking. River front development and the construction of a pedestrian bridge linking the two parts of the campus will be accomplished through joint federal, city, and university funding. About $1 million has already been spent on river front restoration, site development, and planning, with approximately $8 million being sought for completion of the project.  Private funding will be sought for development of residential housing on the south side of the river. At present, the campus has limited space for residential students (international students and athletes) in homes purchased adjacent to campus for the purpose of future expansion. Those buildings now house 94 students.  Greenlawn Hall, which houses the Division of Education, is in very poor condition. Medium range plans call for relocation of the Division of Education to the Associates Building and for the demolition of Greenlawn Hall.  Three major renovation projects are also in the medium range plans. The Associates Building will undergo a major renovation following construction of the art gallery. Faculty offices and classrooms will be created on the first floor, and the main entrance to the building will be moved so that it opens out onto the campus mall. The older, south section of Northside Hall and the Administration Building will also undergo major renovations.  Long range plans call for an academic facility for additional Purdue University programs, a campus conference center, renovation of Riverside Hall, and additional parking facilities.  The South Bend English Institute (SBEI) will also move to campus in the near future.    Computing Facilities Since 1989, campus computing facilities have been substantially upgraded. In 1992, the Office of Information Technologies (OIT) was given responsibility for telecommunications, instructional media services, and computing services. Excluding Telecommunications ($308,000), Instructional Media Services ($241,000) components (which previously were not part of the OIT budget), and the MicroSoft site license cost ($35,000) from another part of the campus, since 1989-1990 the information technologies budget has increased 378 percent to $2.10 million in 1999-2000. Beginning with the 1999-2000 fiscal year, OIT receives, centrally from Indiana University, 50 percent salary support for the associate vice chancellor and an augmentation of the computer capital acquisition budget. The augmentation will continue until base budget funding is achieved over the next three years. Telecommunications The campus supports its own PBS telephone switch. Since 1995, the local telephone installations and enhancements have increased markedly with the move to Wiekamp Hall, expansion of telephone services to Elkhart, implementation of PRI/ISDN switching, enhancement of a voice mail implementation, and general integration of voice and data networks on campus. This level of service support was made possible by the appointment of a manager of telecommunications (with 25 percent telephone auxiliary assignment), a full-time network technician (with 50 percent telephone auxiliary assignment), a campus full-time operator, and hourly operator assistants. Previously service was provided by a technician supported at 25 percent and divided campus operator support with mostly hourly staffing supported by the telephone auxiliary. There was no manager of telecommunications.  Instructional Media Services Prior to 1994, Instructional Media Services (IMS) was responsible primarily for distribution of audiovisual aids equipment for classroom instruction and had one full-time employee supervising a number of hourly employees. In 1995 a full-time director for instructional media services was appointed, and in 1996 a full-time technical support specialist position was created to assist the director as the call came for more technology implementation in classrooms, production services, and support for the newly implemented distance learning system. Hourly technical support positions began to be converted to full-time roles to stabilize the 14-hour daily services being provided. By 1999 three full-time technicians and some hourly employees provide instructional aids support.  Over the past several years IMS has been involved in enhancing technology use in the classroom. Prior to 1995, instructional equipment consisted of one mobile cart with computer and overhead projection system and a few overhead-LCD projectors along with a handful of classrooms equipped with network connections and only three with built-in projectors. Today, many of the 71 classrooms have network connections, there are 11 mobile carts with high intensity projectors/computers available for use in classrooms upon reservation, and more than 20 classrooms have built-in computer/projection systems. Computing Services OIT has been supporting a state-of-the-art PC-LAN on the campus since 1992. Today, all faculty and most staff and students have desktop computing services available to them. The system has grown to more than 650 computers dedicated to faculty/staff and 550 computers available in 14 student computing laboratories on a WIN95/Novell Netware file system also supported with NT and Unix elements. In the spring of 1995, the average life cycle for student computers in the laboratories was 4.5 years and more than 5.5 years for faculty/staff desktops. Those numbers have changed to 3.0 and 3.1 years, respectively.  OIT has greatly expanded Internet access, dial-in services, HelpDesk function, network functionality, and user training. Software acquisitions, first through the Novell Site license in 1995 and now through an Indiana University-wide Microsoft Site license have greatly influenced the use of technology on- and off-campus. WWW serving and Usenet News serving were instituted locally in 1995.  Staffing to support computing activities has changed from 6 full-time staff and 2 full-time temporary staff in 1995 to 15 full-time positions and 2 full-time temporary positions in 1999. Overall, including administration, IMS and Telecommunications, OIT has a full-time staff of 27 positions.  Fiscal Structure and Condition Operating Budget: Revenues Indiana University South Bend derives its financial resources primarily from three sources: state appropriations, student tuition and fees, and other revenue. Table 3.10 provides the amounts budgeted in each category from 1990-1991 through 1999-2000. The actual revenue realized in each category is also shown. State Appropriations The budgeted state appropriation continues to be approximately 55.5 percent of the total amount. The state legislature makes state appropriations decisions every two years for Indiana University. The most recent biennium years are 1997-1999. Significant increases in the state appropriation for the 10 year period consisted of base funds for program development, plant expansion and remodeling, inflation, scheduled debt service increases, faculty recruitment and retention, and student support. Student Tuition and Fee Income Although the student tuition and fee category has almost doubled in the dollar appropriation since 1990-1991, it represents approximately the same percent of the total budget (42 percent in 1990-1991 and 43 percent in 1998-1999). The technology fees totaled $895,000 for 1998-1999. For 1999-2000 the fee rates were $25 for 3 credit hours or less, $50 for 4 to 6 credit hours, and $75 for more than 6 credit hours. During the period 1990-1995 the tuition increase ranged from 6-8 percent, peaking in 1993-1994. Tuition increases from 1996 to 1998 dropped to 4 percent, the lowest increases in 22 years for Indiana University. For 1999 the tuition increase dropped to 3.5 percent. For fiscal year 1994-1995, $128,000 of tuition fee income was set aside to fund the president’s Strategic Directions Initiative. These funds are a part of the campus base budget but are not available for campus use at this time. Under the direction of the president’s office for the fiscal year 1998-1999, $52,000 of the budgeted tuition fees were required to be set aside for campus improvements. Indiana University South Bend selected library acquisitions as a campus improvement. This improvement was approved by the president and these additional funds are now part of the library acquisition base budget.  Table 3.10 Campus Budgeted and Actual Revenue by Source (Unrestricted Current Funds)   State Appropriations Student Tuition and Fees Other Revenue Totals Year Budgeted Acutal Budgeted Actual Budgeted Actual Budgeted Actual 90/91 13,096,932 13,176,932 9,556,538 11,104,485 2,449,341 1,849,750 25,102,811 26,131,167 91/92 15,897,825 15,942,398 11,419,740 12,402,275 2,359,929 1,761,194 29,677,494 30,105,868 92/93 15,965,605 15,965,605 13,022,262 14,374,473 2,702,508 1,907,471 31,690,375 32,247,549 93/94 17,882,395 17,882,395 15,320,837 14,754,976 1,684,424 1,072,262 34,887,656 33,709,633 94/95 17,705,549 17,705,550 15,500,464 15,416,486 1,764,732 1,130,636 34,970,745 34,252,672 95/96 18,945,270 18,848,817 15,769,617 16,076,347 1,819,187 1,121,992 36,534,074 36,047,156 96/97 19,656,830 19,656,963 15,960,712 16,534,305 1,836,196 1,964,376 37,453,738 38,155,644 97/98 21,987,771 21,702,621 17,166,218 17,410,067 2,210,039 847,216 41,364,028 39,959,904 98/99 22,630,344 22,618,573 18,437,858 18,045,494 1,817,175 1,696,744 42,885,377 42,360,812 99/00 23,914,901 N/A 20,368,895 N/A 1,305,904 N/A 45,589,700 N/A Other Revenue Other revenue consists of donations, departmental income (e.g. hospital funds of approximately $35,000 for the radiography program), and other miscellaneous income items such as vending commission. The other revenue source accounted for only 1.6 percent of total campus budget for 1999-2000. Operating Budget: Expenditures The largest part of the Indiana University South Bend budget is expended for instructional activities. After instruction, the budget goes to institutional support, debt service, physical plant support, academic support services, and student support services. Although the proportion of expenses attributable to instruction has declined slightly over the 10 years, this expense category still accounts for well over half of the campus budget. The percentages of the campus budget that go to instruction, academic support, student services, physical plant, and scholarship have decreased in the last 10 years. The percentage going to institutional support which includes debt service and university tax have increased. Institutional support includes the Office of the Vice Chancellor for Academic Affairs.  Table 3.11 details these allocation of resources to the major academic and administrative units of the campus and indicates the changes over the 10 year interval.