Transcript Document

Accelerating Greatness
Changing Lives
Making Indiana Great
Where Are We Today…
• Clear business plan developed by cross-functional and
cross-regional teams
• Successful implementation of Accelerating Greatnessfoundational for college priorities
• Employees are satisfied (90%) working here and would
recommend it to others (86%)
• Opportunity to improve communication and support our
statewide team
• Efficiency efforts and cost-savings allows for increased
staffing during state’s funding challenges
• Improved diversity efforts
A Changing Community College
Credit Student Enrolled
Graduates
Students Transferred
Academic Programs
Faculty/Staff
Companies Served
1994-95
2010-2011
61,718
4,172
1,496
33
4,225
970
174,806
11,979
8,816
62
8,930
1,110
Students must go
through
Ivy Tech
Community College
to be successful and
Make Indiana Great
and rebuild
our middle class
Accelerating Greatness to Get There
Strategic Planning Council (James Steck, chair)
Strategy One (Dr. Russell Baker, champion)
Ensure that students achieve their educational goals.
Strategy Two (Susan Brooks & Lea Anne Crooks, champions)
Ensure that Indiana’s citizens, workforce, and businesses are globally competitive.
Strategy Three (Tina Gross, champion)
Ensure optimal quality and efficiencies statewide.
Strategy Four (Jeff Terp, champion)
Ensure an adequate and sustainable resource base.
1.0.2 Annual number of students completing
certificates or degrees
1.0.3 Rate at which students complete certificates
or degrees within 3 years
IPEDS
IPEDS Completion/Transfer Rates Within 150% of
“Normal” Timeframe – Ivy Tech Statewide
2003
Cohort
2004
Cohort
2005
Cohort
2006
Cohort
2007
Cohort
2008
Cohort*
Ivy Tech
Graduation rate
9%
9%
10%
8%
9%
8%
All U.S. Public,
2 year
Institutions
28%
26%
26%
27%
27%
N/A
Ivy Tech
Graduation/
Transfer rate
21%
22%
26%
28%
27%
26%
All U.S. Public,
2 year
Institutions
42%
41%
45%
46%
47%
N/A
Ivy Tech completion rates have consistently been significantly lower than
rates for 2 year, public institutions nationwide. Our transfer rates have
risen from 12% to 18%, which is now fairly close to the national rate.
Note: “150% of Normal Time frame “ equals 3 years (9 semesters) for associate degrees; 4 semesters for technical
certificate programs; 3 semesters for Career Certificates (CT’s).
* Rates for 2008 Ivy Tech are preliminary.
IPEDS 2011 Cohort Characteristics
Need for Remediation Among Full-time Cohort Members
IPEDS FT Remediation Enrollment
100%
80%
64.7%
60%
40%
26.9%
32.1%
29.6%
Reading
Writing
No Remediation
Needed
20%
0%
Math
Of the 11,445 full-time IPEDS cohort students, 29.6% do not need any
remediation. The majority (64.7%) require remedial math* while less than a third
require remedial reading (26.9%) or writing (32.1%).
*remedial math courses include MATH 015 & MATH 023
ATD and Impact on Retention
First Fall to First Spring
86.7%
77.1%
72.6%
62.3%
Participated in 3
Interventions
Participated in 2
Interventions
Participated in 1
Intervention
Did Not
Participate
1.4.1 Number of students who transfer Ivy Tech credit
hours to four-year public institutions in Indiana.
Ensure Student Success Headlines
• Richmond’s new student ambassador program
• Lafayette’s new admissions on the spot program and ASAP
program launch
• Ft. Wayne’s implementation of the new math emporium model
• Northwest’s new Office of Student Success to focus on at-risk students
• Southwest’s new Academic Advising and Learning Centers
on campus
• Southeast launches pre-COMPASS writing workshop to
improve scores
• Established academic advising centers on each campus
• Developed general education core curriculum for transfer
• Fully implemented the IVY T student success courses statewide
2.2.3 Percent of graduates placed in preparationrelated jobs
Globally Competitive Headlines
• Lafayette’s Hidalgo partnership
• Ft. Wayne hosted and traveled to Chinese community
and vocational colleges
• Evansville’s efforts to expand VEX & LEGO Robotics
competition
• Kokomo faculty lead teams to NASA competition
• Created definitions and competencies around cultural
awareness and global competitiveness
• Sellersburg’s $1 million Robinson Nursing Pavilion as
part of recent Healthcare Partnership
Efficiency and Quality Metrics
3.2.2 – Number of core management, administrative, and academic/
Corporate College processes streamlined for efficiencies and effectiveness
2010-11 goal: 2 processes
2010-11 actual: 3 processes
3.2.3 – Cumulative cost savings through efficiencies and innovation
2010-11 goal: $12 Million
2010-11 actual: $23.9 Million
3.5.4 – Number of faculty involved in standing college-wide committees
2010-11 goal: 22%
2010-11 actual: TBD until 1/12
Efficiency and Quality Headlines
• Ft. Wayne offers Disney customer service training to
employees
• Wabash Valley to provide Noel Levitz on line training
• Completed production of customer service training
modules for new hire orientation and staff development
• Developed standards and recommendations for ideal
classroom space use
• Common calendar
• The Integration of Wimba into traditional and
online classrooms
4.2.3 Value of alumni donations
4.3.3 Number of companies served by the College
Sustainable Resource Base Headlines
• Expansion:
• Crawfordsville
• Indianapolis airport
• Shelbyville
• Sullivan County
• Re-branded Corporate College
• Established an Alumni office
• Grants office successes
• Successful capital campaigns
• Added 350 faculty/staff this year
Students must go
through
Ivy Tech
Community College
to be successful and
Make Indiana Great
and rebuild
our middle class
5.1 Number of credit students enrolled college-wide
in the Fall Term
5.2 Number of individuals served by Ivy Tech
college-wide annually
Accelerate Greatness to 2025…
• How will we be organized?
•
Campuses, regions, facilities, services, structure
• What will our students look like?
•
•
Did you know Caucasians under the of age 2 are a minority in the U.S.?
Did you know current kindergarteners are more Asian and more Hispanic –
this is our 2025 graduating class?
• How will we interact with and teach our students?
•
Online, iPads, smart phones
• How many of us will be here?
•
•
Did you know over 50 percent of our full-time faculty will 65 or older in 2025?
Did you know 66 percent of our senior leadership will be 65 of older in 2025?
Changing Lives
Changing Lives