Ball State University’s Board of Trustees has approved the Strategic Plan 2025–2030, setting five institutional goals to strengthen academics, research, workforce impact, community partnerships, and more.
Ball State’s Board of Trustees has adopted the next iteration of the University’s long-term strategic plan that will shape priorities and decisions through 2030. Approved by the Board in June, the Strategic Plan 2025–2030, the next iteration of Destination 2040: Our Flight Path, outlines five institutional goals focused on academic strength, research, workforce relevance, community impact, and operational effectiveness.
The strategic plan was shaped through extensive input from the campus and broader community. Approximately 7,000 people responded to two surveys. Ten cross-functional working groups—made up of faculty, staff, and administrators from a range of departments and disciplines—took a deep dive into each of the plan’s goals. The University also hosted eight open forums, both on campus and in the community, to gather feedback and surface priorities.
The plan was developed by a strategic planning committee composed of faculty, staff, students, administrators, and community members, reflecting a deliberate effort to ensure the final framework was informed by broad and diverse perspectives.
President Geoffrey S. Mearns described the plan as “a reflection of our shared commitment to preparing students for fulfilling careers and meaningful lives—and to serving the needs of our state.”
The plan builds on Ball State’s current momentum, aiming to deepen undergraduate learning, expand graduate offerings, and strengthen regional engagement. All undergraduate students will be expected to complete a culminating experience such as a capstone, internship, or thesis. The plan emphasizes high-impact practices like immersive learning, study abroad, and undergraduate research, and it includes new strategic imperatives of both purpose and relationship-rich education.
New and expanded graduate programs will be designed around workforce demand. The plan calls for flexible learning formats, including online degrees, professional certificates, and micro-credentials. These offerings are intended to support both early-career professionals and adult learners pursuing career advancement.
Community partnerships are another focus. The plan formalizes Ball State’s leadership role in improving talent development, population health, and quality of place in Muncie and across East Central Indiana. It reinforces the University’s ongoing partnership with Muncie Community Schools, regional nonprofits, and economic development organizations.
Faculty research and creative work will continue to be supported, especially when it enhances teaching, attracts external funding, or addresses public needs. Operationally, the plan calls for expanded use of data, analytics, and emerging technologies—including artificial intelligence (AI)—to improve services and support strategic growth.
The adoption of the plan in the June meeting coincided with the Board’s decision to freeze undergraduate tuition and mandatory fees for the next two academic years. That move underscores a consistent approach to financial stewardship.
“By freezing tuition and fees for the next two years, we are reinforcing our commitment to maintaining a high-value education and making smart, long-term investments guided by our new strategic plan,” said Rick Hall, ’89, chair of the Board of Trustees.
For more information and to read the entire Strategic Plan 2025–2030, visit bsu.edu/strategicplan
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