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Two Cities, One State
In the early years of the University of Notre Dame’s founding, Rev. Edward Sorin, C.S.C., elucidated, “This college will be one of the most powerful means for doing good in this country.” In 1842, Sorin from the Congregation of Holy Cross established the university as a means to intertwine Catholicism, education and application of knowledge in the world. Though once modestly situated on a small plot of land with a log chapel, the university now resides on 1,250 acres with two lakes, eight colleges and schools and 35 academic departments. With its expansion, though, it prompts reflection on the state of the relationship between the University of Notre Dame and the city of South Bend.
Nearly 183 years ago, the university established itself as a distinct community, operating as its own city. Though bordering South Bend, it maintains a separate identity, complete with its own zip code — 46556 — which includes Holy Cross College, Saint Mary’s College and the two lakes, yet excludes Eddy Street Commons and off-campus housing east of Twyckenham. Rev. Edward “Monk” Malloy, C.S.C., the university’s 16th president, commented on this distinction. “Fr. Sorin wanted to [establish its own zip code], so we’d have an identity in our part of the state of Indiana.” Similar to any relationship, successful partnerships require a balance between individualism and collaboration, leveraging unique strengths and weaknesses to contribute to collective growth.
Several historical moments shaped the relationship’s continued development — the first being Notre Dame’s confrontation with the Ku Klux Klan in May of 1924. In an attempt to exemplify its political strength in the region, the Klan held a picnic and parade in South Bend, resulting in student protests and uproar. The event not only signified the university’s nickname as the “Fighting Irish,” but also directly engaged students in the city itself — attempting to change and challenge state political ideology.
Additionally, with the ascendancy of Notre Dame football, the university became not just a regional school, but a national one. With the team’s success, the school’s reputation flourished, and new economic opportunities opened up. This elevation of the school’s identity affected investment in the university and city, reinforcing the school’s influence outside of its zip code. Today, football weekends generate millions of dollars in memorabilia, housing accommodations and additional expenditure.
The closure of the Studebaker factory in 1963, along with the decline of other local employers, triggered an economic downturn in South Bend. With no sufficient supplementary income replacement for these companies, the university stepped in to aid the well being of its constituents. Today, Notre Dame is not only the current largest employer in the city, but was recently ranked No. 1 on Forbes U.S. 2025 “America’s Best Large Employers” list. Current Mayor of South Bend James Mueller highlighted this element of the town-gown relationship: “The university is a big reason why [the city of South Bend] didn’t see quite the same level of decline that other Rust Belt cities did. They were a major employer, and they also helped to diversify our economy as opposed to full reliance on manufacturing.”
Furthermore, Mueller explains Notre Dame as an “anchor institution.”
“Certain businesses could pick up and leave tomorrow — they could relocate their headquarters — but a university is tied to our community, so they’re invested in South Bend in a different way than some corporations might be who could leave tomorrow if they so choose. Because of this, they have been a stabilizing force for us overtime and a point of strength in our economy.”
At the administrative level, during the tenure of Rev. John Cavanaugh, C.S.C., the relationship between the university and city entered a new era. Cavanaugh introduced business standards into university administration — a foundation that his successor, Rev. Theodore Hesburgh, C.S.C., enriched — transforming the institution into a leading research university. These endeavors aided community development in South Bend, fostering collaboration while enhancing livability of the city itself.
Jerry Hammes, former Notre Dame student, longtime resident of South Bend and local philanthropist, echoes the impact of the university’s 15th president: “Fr. Hesburgh was traveling, and making Notre Dame known as much as he could — and he did a great job — and I think that was the beginning of the relationship… He was going to ensure that Notre Dame was known around the world.” This exposure not only increased success in the local economic sphere, but also helped forge relationships between the university and the city.
Additionally, Malloy recalls his early interests in establishing a partnership between the two entities. Growing up in D.C., he claims that he was always interested in cities — how they function, operate and change. In accordance with Rev. William Beauchamp, C.S.C. and Rev. David Tyson, C.S.C., the trio began to interact with the mayors and city councils in South Bend, Mishawaka and St. Joe County, attempting to listen to what they thought needed to be done in their city.
Mueller witnessed the revolution himself. He grew up in South Bend and graduated from Notre Dame in 2004: “One of the things that’s been special and growing over my lifetime since Fr. Malloy was president of the University, is that they’ve really engaged the community more and more each decade in my lifetime.”
Aside from establishing an office in downtown South Bend where residents could meet, Fr. Malloy highlights the promotion of campus inclusivity: “One of the things we heard in those early meetings was that people were intimidated. They didn’t think they would be welcome on campus. We tried to change our opinions about that. Some of the relationship questions were just ill-conceived notions about what the dynamic was, but over time we had a cooperative activity.”
Mueller emphasized this point: “There was a time when there was not a physical wall, but it seemed like an invisible wall around the university, so that students and other members of the university community didn’t really engage with the city as much as you would hope. Over the past few decades, that’s changed. We see more students engaging in the community, taking part in what our cultural life has to offer here in South Bend, as well as the faculty and staff.”
Malloy attributes this success to honest governance and listening, as recent university administrations, local city officials and neighborhood organizations speak to the power of transparency and the alignment of interests and goals. Mueller comments, “[The city’s] economic future and the potential that we have are linked and intertwined, and so making sure that we’re working together as best as possible to advance both of our missions [is crucial.] Some will say there’s a charity approach where someone comes and says, ‘We’ll help you out just out of the goodness of our heart’ — and that’s certainly part of the Catholic identity of the University of Notre Dame — but there’s also something that’s even more powerful and sustainable: enlightened self-interest where you realize that our futures are so intertwined that it’s best to work together as much as possible.”
The Town-Gown Relationship
The relationship between the two municipalities has actively evolved over the years. Hammes, who entered Notre Dame in the fall of 1949, recalls, “[In the beginning, the university and city] got along, but they really didn’t know each other.” However, Notre Dame began to dispel that notion with its various community outreach programs.
Mueller measures the success of these efforts as such: “Most of these [projects] are about investments into the future and investment in our growth. So, ultimately, if we’re not growing, if we’re not seeing more investment, this wouldn’t be a success. But we have every expectation that the investments made by the university will be matched, and that’s something we’ll look at. We observe the impact of not just what [the projects] do, but how their effects spill over and have an even further impact.”
Every 10 years, the university publishes a strategic framework, laying a roadmap for its future endeavors. The most recent plan — published in 2023 — includes three sections, with the final titled, “Opportunities and Challenges.” Under this section are four subsections, including: “Engagement with South Bend and the region.” Though prior university plans have acknowledged the importance of a relationship with the South Bend community, this framework directly emphasizes the value in forging strong partnerships for both entities: “It is now clearer than ever before that for Notre Dame to thrive, the South Bend region must also prosper. And a more prosperous South Bend strengthens Notre Dame.”
This mindset is nothing new. Following a nearly 20 year long planning and construction process, Notre Dame unveiled its comprehensive “college town” in 2020, which included the Triangle project — 52 single-family homes, 30% of which were low to moderate income, with the other 70% at market rate — two hotels, several shops and restaurants, a bank and a Trader Joe’s.
Another phase of this project was the Robinson Community Learning Center. With various resources, such as a preschool, the center itself has worked with kids from 45 countries, speaking 25 languages in 13 years. Students are encouraged to tutor there, with some even volunteering for class projects.
Malloy highlights other initiatives in the community that might go unnoticed. Aside from prioritizing the condition of the Indiana toll road and the development of the South Bend International Airport, he highlights the extra library housed near the airport where extra books are stored or, the project he takes the most pride in — the DeBartolo Performing Arts Center. More than serving sheer pleasure, Malloy remarks, “I think it’s one of the best things we’ve ever done because it provides first-class entertainment for people in the town, and it also employs them. And then people are invited, and a lot of the community comes out for that.”
The mutual benefits of the relationship are clear. Reflecting on what South Bend offers the university, Mueller shares: “We have a great community that’s really reflective of the country as a whole, and so there’s great opportunities here to build. We know we’re not the biggest city in the U.S. We know we’re not necessarily going to be the most well-known city. However, in terms of a city our size, we have a lot to offer that can help [the university] make sure that this is a competitive place when they’re looking to recruit talent — whether it’s students, faculty, or staff. What we do have to offer is a great quality of life at a reasonable price point, and I think that will continue to be a strength for us moving forward, and that should help make sure that they’re able to retain and attract the talent they need to thrive.”
Aligned with the strategic framework, Mueller went on to highlight a future project: the university’s recent acquisition of the historic South Bend Tribune Building downtown, where they plan to develop a tech and talent hub on the north side of the city. “This project is a game changer for us as a city, and I do think it will be a catalyst over time for just a complete transformation of downtown,” says Mueller. In accordance with the strategic framework, Notre Dame continues to emphasize its integral commitment to the city of South Bend, adapting its initiatives to support the city’s needs — just as the city has done for itself.
From Campus to Community
Aside from administrative endeavors, the university also attempts to connect students with community members. TutorND, an initiative connecting tutors to local schools, aims to “expand educational opportunities” for students. Originally offering virtual learning during the pandemic, the program now offers in-person tutoring for students in the region. With the implementation of the Indiana Reading Evaluation and Determination (IREAD-3) assessment in March of 2024, third graders must now pass the reading test to advance onto fourth grade. In response, TutorND has stepped in to provide one-on-one literacy tutoring to students, helping them pass the test. Aside from literacy, the organization also prioritizes math, attempting to improve students’ understanding of foundational concepts while also developing their problem solving skills. Students and community members volunteer for pay or course credit, receiving training via the program itself.
Off-campus and in the city, business partners and friends Beth Doster and Lissa Eshowsky created MomCierge. The organization allows for out-of-town families to connect with local residents, assisting students in their errands, birthday celebrations or pick-me-ups. Living in South Bend for nearly 22 years, Doster recalls her and Eshowsky’s motivation for starting their business. “We’re both moms who understand what it’s like to be away from your kid when they’re in college, or your kid to need something or someone to remind them of home.” MomCierge fills that gap — bringing birthday and holiday care packages to students who are homesick, or even giving students a hug when they feel down. Doster notes, “Some things just need a mom’s touch.”
With her long-time residence in South Bend, Doster notes that she and Eshowsky are grateful for what the university brings to South Bend. Though she mentions the lakes and architecture on campus, Doster emphasizes, “There is something about the environment of a college town that is so special. There is just a different energy when students return in the fall that is noticeably different from the summer.” Inverting the typical perception of the town-gown relationship, the organization highlights the impact that South Bend families have on the students themselves. Ranging from emergencies to celebrations, MomCierge reminds students and parents that they are not alone in their community.
TutorND and MomCierge are just two examples of many successful university-community relationships. From the Center for Civic Innovation to the Institute for Social Concerns, and from Back the Bend to the Wilson Sheehan Lab for Economic Opportunities, the collaboration between Notre Dame and South Bend continues to flourish.
As Hesburgh stated in 1979, “If our lives in education have any meaning or significance, it will be in our reading the signs of the times and in educating the young of our times in the visions and values that will civilize and make for reasonable human progress and lasting peace on earth.” The university may have expanded, but its foundation remains the same: contributing to society through education. As we continue to educate, expand and explore, the two cities of this state must continue to acknowledge their commitment to its collaboration, as well as its constituents.