Transcript Ideal Strategic Planning Process

Strategic Directions and
Future Challenges
Presentation for ISU Board of Trustees
– April 24, 2003 –
1
“Indiana State University will be
known throughout the Midwest
for the exceptional experiential
learning opportunities it offers
undergraduate students as well
as for being the best doctoral
research-intensive University in
areas that constitute our Points
of Pride.”
2
Increase
Political
Standing
Diversify
Funding
Diversify
Funding
Increase
Enrollment
Meet
Accountability
Expectations
Establish
Market
Position
PREEMINENCE
Improve
Public’s
Perception
of ISU
Enhance
Quality
Further
Develop A
Student
Centered
Culture
Enhance
Economic
Development
3
Diversify
Funding
Establish
Market
Position
Increase
Enrollment
Enhance
Economic
Development
Enhance
Quality
PREEMINENCE
Increase
Increase
Political
Political
Standing
Standing
Meet
Accountability
Expectations
Further
Develop A
Student
Centered
Culture
Improve
Public's
Perception
of ISU
4
Indiana State University:
External Challenges/
New Opportunities
Gregory Goode
5
Higher Education in Indiana
Independence of campuses
 Freedom to create and innovate
 Latitude to develop:

» Mission
» Purpose
» Marketing
» Programming
» Infrastructure
6
Overlapping Missions
Similar marketing campaigns
 Mission creep
 Program quality
 Remediation
 Lack of focus in implementation

7
Current Scenario

Major Research Universities
» Additional funding for research initiatives

Regional Universities
» Growth and demand for construction of
residence halls

Community College Initiative
» New, inexpensive educational opportunities for
those seeking associates degree
8
What is the future for ISU?
Indiana State University and Ball State
University have an opportunity to
develop their places in the CHE plan.
 Both universities will have to write their
own “chapters”.
 Accomplishing this will require
developing a distinguishing identity and
articulating the themes of this identity
to key stakeholders.

9
Vision for ISU
“Indiana State University will be known
throughout the Midwest for the
exceptional experiential learning
opportunities it offers undergraduate
students as well as for being the best
doctoral research-intensive University in
areas that constitute our Points of
Pride.”
10
Themes of Excellence
Research
Service
to Indiana
Experientia
l
Learning
Teaching
Economic
Development
11
Conclusion
ISU is at a critical juncture
 We live in fiscally-challenging times
 We have a good story to tell
 If we do not define our role,
others will!

12
Diversify
Funding
Establish
Market
Position
Increase
Enrollment
Enhance
Economic
Development
Enhance
Quality
PREEMINENCE
Meet
Accountability
Expectations
Increase
Political
Standing
Further
Develop A
Student
Centered
Culture
Improve
Public's
Perception
of ISU
13
Measures of Accountability
and Perceptions of ISU
14
Areas of Interest
Preparation
 Participation
 Affordability
 Completion
 Benefits/Economic Development
 Resource Utilization

CC+
D+
BC
Measuring Up 2002, The State-by-State Report Card for Higher Education
put out by the National Center for Public Policy and Higher Education.
http://measuringup.highereducation.org/
15
SAT – The Data
IU Bloomington
1997-981998-991999-002000-01 2001-02
1083
1083
1083
1078
1075
PU West Lafayette
1090
1092
1091
1111
1115
IUPUI Main
944
939
948
956
968
Indiana State Univ.
947
945
944
945
938
Ball State University
981
1009
1020
1028
1035
University of Southern Indiana
947
940
938
956
946
16
Perception: ISU Has Greater
Numbers of Lower Ability Students
1.
There are some reporting anomalies
a) Freshman Cohorts Defined Differently
2.
The Reality:
Our data also reflect our
state role.
We have been about providing opportunity!!
17
Affordability
Highlighted Example Student Share of Expenditures
1998-991999-002000-012001-02
56.0% 56.4% 57.9% 60.8%
48.5% 50.5% 51.4% 53.5%
47.3% 47.8% 48.7% 52.5%
39.0% 39.2% 41.3% 42.7%
43.5% 42.2% 43.0% 44.0%
31.1% 31.1% 31.5% 33.3%
18
Perception: ISU’s Students Not
Paying As High A Proportion of
Cost As Others.
Reality: CORRECT
19
Tuition and Fees for Full-Time
Hoosier Undergraduates
IU Bloomington
% Inc.
1998-991999-002000-012001-022002-03 5 Yr
4069
4212
4405
4734
5315 35.3%
PU West Lafayette
3564
3724
3872
4164
4580
36.6%
IUPUI Main
3576
3713
3881
4171
4714
37.0%
Ball State University
3552
3686
3830
4099
4720
38.3%
University of
Southern Indiana
2893
2828
2978
3143
3525
37.3%
ISU
3324
3428
3564
3794
4216
31.9%
20
This was by Design
1st Generation
Access Mission
=
Keep Burden Off
Of Students
Reality: Tuition & Share of Expenditures Make
ISU State Dependent ~ Given Budget
National Trends of Decreasing State $
Toward
Higher Education, and Equalization ~
This Is A Situation ISU Must Address
21
Economic Benefit
Percent of Graduates Remaining in Indiana
One Year After Graduation
University/College
Baccalaureate
Post-Baccalaureate
IU Bloomington
79%
66%*
Purdue- WL
58%
25%
USI
77%
69%
Ball State
77%
n/a
ISU
80%
64%
88%
85%
* Hoosiers only
* Hoosiers only ISU
22
Economic Benefit
Reality: Indiana Gets its Money
back From ISU.
More Graduates Stay as
Contributing Hoosiers;
State Receives $2.56 for every
$1.00 spent at ISU.*
*Benefits of Public Higher Education to the State of Indiana, OSPIRE Brief.
23
Resource Utilization: Expenditures & Appropriations
2002-03
Appropriations
8206
2002-03
Expenditures
13491
Purdue West Lafayette
9874
13713
IUPUI
8235
13953
Ball State
6969
10908
University of Southern IN
4226
7246
ISU
8629
11335
IU Bloomington
24
2001-02
ALL
74.2
2001-02
PROF
94.2
2001-02
ASSOC
64.0
2001-02
ASST
55.3
Purdue West Lafayette
71.2
90.5
62.7
55.7
IUPUI
62.4
80.7
62.4
52.7
Ball State
52.6
69.8
55.0
42.7
USI
47.8
66.0
53.2
44.7
ISU
52.6
66.3
52.6
44.7
IU Bloomington
Perception & Reality,
ISU Needs to Address Compensation Issues
to Attract & Maintain Quality
25
Accountabilty
Points & Perceptions
•Data
Issues Still Need to be Addressed;
•ISU’s Statistics are Driven by Current
Mission;
•Community Colleges and Regional
Campuses will affect current role in the
state;
•Achievement of University’s vision will be
reflected in indicators.
26
Establish
Market
Position
Diversify
Funding
Increase
Enrollment
Enhance
Economic
Development
Enhance
Quality
PREEMINENCE
Increase
Political
Standing
Further
Develop A
Student
Centered
Culture
Improve
Public's
Perception
of ISU
27
ISU Fall Enrollment Headcount
Selected Years 1982 - 2002
Year
Enrollment
% Change
1982
11,933
1987
11,161
- 6.47%
1992
12,271
+ 9.95%
1997
10,784
- 12.12%
1998
10,970
+ 1.72%
1999
10,985
+ 0.14%
2000
11,051
+ 0.60%
2001
11,321
+ 2.44%
2002
11,714
+ 3.47%
20-yr. Change
- 1.84%
5-yr. Change
+ 8.62%
28
Demographics as a Driving Force at the
National Level
Percent Change in Number of High School
Graduates, by Region: 1994-1995 to 2006-2007
Region
West
South
Midwest
Northeast
0
0.1
0.2
Percent Change
0.3
0.4
29
The Impact of Demographics on
Indiana and Indiana State
Projected H.S. Graduates 2007
Number Projected
% Increase 1997-2007
30
Freshman Profile Fall 2002
Over 60% from rural areas or small
towns.
 61% from families where neither parent
has a bachelor’s degree
 Top two reasons for coming to ISU:

– Low cost
– Academic reputation

ISU top choice for 69%.
31
Restraining Forces to Enrollment
Growth

Declining population in our geographic
area.

Community College growth - enrollment
pattern overlaps ISU.
– Entering ISU freshman with HS class rank
50th %ile or less:



2002 – 39%
2001 – 41%
2000 – 36%
32
Restraining Forces

Only one million dollars in merit
scholarships limits recruitment of higher
ability students to replace those lost to
CCI.

Name recognition limited compared to
our closest competitors.
33
Proactive Measures

Opening up new markets
– 17 new Illinois counties added to tuition waiver
program
– Dual admission program with VU, expanding to
ITSC, IL community colleges
– Expanded Distance Education

Deeper penetration in existing markets where
our share has been weak
– Lake, Marion and other counties with relatively
high # of HS grads
34
35

Becoming more transfer student-oriented
– Faster evaluation of transfer credit, scholarships
for high ability transfers, DegreeLink

Enrollment Management
– Developing marketing and recruitment plan with
consultant

Improving business processes in enrollment
services
– Admissions, Financial Aid, Registration & Records,
Degree Articulation and Transfer, Distance
Education, etc.
36
Planning Horizon
Vision
Year 6+
(Conceptualized)
Long
Range
Horizon
Strategic
Year 2 - 5
Strategic
Proposed
Year 1
Tactical
Mission
Planning
Projecting
Strategic
Horizon
Tactical
Implementation
37
Tactical and Strategic Steps
Examples of Tactical Plans:
•Finish Enrollment Management Plan
•Integration of Foundation priorities
with Movement toward Preeminence
•Implement Integrated Marketing
•Develop New Experiential Learning
Opportunities
•Budget hearings to help set priorities
•Examine Advising
38
Tactical and Strategic Steps
Examples of Strategic Questions:
•Given the Identity, what is the optimal enrollment for
various groups on campus?
•What Student Services do we Need to Provide in the
Future to be competitive?
•What curricular adjustments might be needed to
ensure quality?
•How do we support Pillars of Promise?
•How will we know we offer the best experiential
learning experience in the Midwest?
39
Next Steps
Continue to take tactical steps in
implementing the strategic direction
 Formalize strategic questions and
forward to appropriate campus groups
 Engage campus in discussion
 Develop and act on an implementation
plan

40
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