Transcript Document

IVY TECH COMMUNITY COLLEGE OF INDIANA
STRATEGIC PLAN 2010 - FROM SUCCESS TO THE BEST
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Ivy Tech Community College-Our Mission
As a statewide, open-access college, Ivy Tech Community College provides
residents of Indiana with professional, technical, transfer and lifelong
education for successful careers, personal development, and citizenship.
Through its affordable, quality educational programs and services, the
College strengthens Indiana’s economy and enhances its cultural
development.
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14 Regions…23 Campuses
Region
Bloomington
Central Indiana
Columbus
East Central
Kokomo
Lafayette
North Central
Campus Locations
Bloomington
Indianapolis
Columbus
Anderson
Marion
Muncie
Kokomo
Logansport
Lafayette
Elkhart
South Bend
Warsaw
Region
Northeast
Northwest
Richmond
Sellersburg
Southeast
Southwest
Wabash Valley
Campus Locations
Fort Wayne
East Chicago
Gary
Michigan City
Valparaiso
Richmond
Sellersburg
Lawrenceburg
Madison
Evansville
Terre Haute
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11 Straight Years of Enrollment Growth
Over 73,000 Students
80,000
70,000
60,000
50,000
40,000
Headcount-End of Spring
Term
30,000
20,000
10,000
0
1994-95 1996-97 1998-99 2000-01 2002-03 2004-05
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Student Demographic by Age
15-19 yrs
20-24 yrs
25-29 yrs
30-34 yrs
35-39 yrs
40-49 yrs
50-59 yrs
60+ yrs
18%
29%
17%
12%
8%
11%
4%
1%
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Top Ten Jobs Ivy Tech Prepares People For

Entry-level managers

Administrative assistants

Medical assistants

Licensed and registered nurses

Information technology
workers

Accounting/bookkeeping staff

Industrial technologists

Entry-level criminal justice workers

Early childhood educators

Electricians
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Faculty Credentials
Masters
49%
Bachelors 28.7%
Doctorate 8%
Other
7.9%
Associate 6.4%
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Ivy Tech Funds Comparison (in millions)
1984-85
2005-06
$ 46.2
$ 285.6
Sponsored
Programs
$ 5.6
$ 23.3
Financial Aid
$ 4.5
$ 29.4
Plant Funds
$ 5.0
$ 50.7
Auxiliary Funds
$ 3.2
$ 29.1
Other
$ 2.8
$ 8.7
Total
$ 63.7
$ 426.8
Operating Funds
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Challenges and Opportunities Facing Ivy Tech Community College
Increased and time sensitive demands for workforce skills, a rapidly
changing global economy, nimble competitors and a continued issue
with basic literacy skills. How to:
1.
Help low and moderately literate adults more quickly achieve
proficiencies to permit college level study.
2.
Better attract and educate young adults who have not planned on
postsecondary study or whose previous attempts at college or other
after-high school training have been unsuccessful.
3.
Promote greater persistence and more rapid program completion
and successful transfers. A necessary shift in focus from enrollment
to outcomes.
4.
Develop faculty who combine strong teaching skills with grounding
and currency in their academic, technical and professional
specialties
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Challenges and Opportunities Facing Ivy Tech Community College
5.
Compress programs into shorter, more “digestible” modules better
suited to the needs of working adults
6.
Design programs of occupational education with a wider platform of
transferable skills that reflect and support more frequent career
changes
7.
Encourage and support employers in designing and providing
credentialed education and training to their workers
8.
Use technology to deliver educational programs more effectively and
efficiently
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Undergraduate FTE Enrollment, Fall 2001
Indiana
U.S.
Research/Doctoral
(IUB, PUWL, IUPUI, BSU, ISU)
59%
31%
Masters & Bacc.
(USI, Regional Campuses)
20%
24%
Two-Year
(VU, Ivy Tech)
21%
45%
Source: Higher Ed Subcommittee of Gov’t Efficiency Committee; prepared by NCHEMS.
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Potential Indiana Adult Participation in Postsecondary Education:
Adults ages 25-49
If Indiana achieved adult
participation rate as…
then adult enrollment in Indiana
would increase by:
Illinois
California
Michigan
Alaska
Washington
Maryland
Florida
Virginia
United States
73,696
62,530
53,597
53,597
49,131
46,897
42,431
40,198
24,565
Source: Indiana Commission for Higher Education, National Center for Education Statistics, U.S. Census information.
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Associate Degrees Awarded in Indiana
Every public four-year institution in Indiana is in the associate degree
business as well as many private colleges.
Institution
Ball State
Indiana State
Indiana
Ivy Tech
Purdue
Southern Indiana
Vincennes
1998-99
232
107
1,371
2,240
1,839
161
1,306
7,256
2003-04
307
155
1,326
3,674
1,896
149
864
8,371
Ivy Tech has improved its position over the past five years:

Increased number of associate degrees granted by 64%

Increased its “market share” in comparison to the other four-year
public institutions from 33 to 44%.
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Ivy Tech has a defined market niche and a set of
marketplace advantages:
New high school graduates who are both interested in and academically
prepared for pursuit of an associate degree leading to entry level employment,
or transfer to a four-year institution.
High school graduates or young adults, whose prior academic preparation or
previous post-secondary attempts bring them to Ivy Tech as their opportunity
for success in higher education.
Working adults who recognize training as a way to achieve career
advancement and job opportunities.
Employers who see a return on investment in the skill development of their
employees.
Students seeking affordable access to higher education.
Students interested in access through distance education or other technology
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Key Elements in the Strategic Plan 2010

Mission Statement

Vision Document

Strategic Plan 2010
– Goals
– Objectives
– Strategies
– Metrics
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Strategic Plan 2010 Overarching Goal
Increase successful program completions by 50% over the next
five years (2009-10 over 2004-05), across-the-board on a
statewide basis:
50% increase in technical certificates
50% increase in associate degrees
50% increase in other, industry-recognized certifications
50% increase in successful transfers to four-year institutions
of pre-baccalaureate students
The overarching goal for increasing program completion will be
achieved within the context of a “balanced scorecard”
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Vision Statement Goals
GOAL I: Bringing New and Expanded Educational Programs to
Indiana’s Communities
GOAL II: Providing Marketplace Demand Driven Workforce
Education and Economic Development for Indiana Communities
GOAL III: Expanding Opportunities for Student Development
GOAL IV: Becoming Centers for Continuing Education
GOAL V: Becoming Centers for Service to Indiana Communities
The Strategic Plan 2010 will primarily address GOALS I AND II
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GOAL #1:
New and Expanded Educational Programs
•
Objective #1: Expand programs in existing high-need, high-demand
workforce areas
•
Objective #2: Ensure that all associate degree programs allow
students to continue on to baccalaureate level
•
Objective #3: Provide quality degree programs that are consistent with
national standards and the standards of the universities to which
credits will transfer
•
Objective #4: Offer remedial coursework in a variety of forms that will
effectively and quickly move people into college-level work
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GOAL #1:
New and Expanded Educational Programs (cont.)
•
Objective #5: Ensure that enrollment, retention and graduation
demographics reflect the communities that are served
•
Objective #6: Evaluate and refine existing program template, with a
focus on improving instructional quality, strengthening workplace
relevance and eliminating outmoded programming
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Goal #2:
Providing Marketplace Demand Driven Workforce
and Economic Development
•
Objective #1: Understand the marketplace needs
•
Objective #2: Increase certification programs that lead to immediate
employment and long-term career growth
•
Objective #3: Increase customized, employer-driven training
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“What gets measured gets done”
Overarching Goal for Ivy Tech Community College of Indiana
Increase Program Completions Attained by 50% by 2010
Balanced Scorecard of Metrics to Monitor Progress and Success:
I. Program
Completions
II. Enrollment
III. Remediation
IV. Retention
(Persistence)
V. Economic
Results for
Completers
VI. Employer
Based Job
Training
VII. Customer
Satisfaction
(Students,
Employers, 4
Year Colleges)
VIII. Academic
Quality
IX. Institutional
Efficiency
X. Innovation
No. of Technical
Certificates Attained
Headcount (by
region, by
program, by
targeted groups,
demographics)
Average Contact
Hours Required
for Completion *
Percent
continuing by
region, by
program, by
targeted
groups,
demographics
Percent
finding/retaining
relevant employment
within 6 months of
completion *
No. of
Contracts with
Employers ( &
No. of New
Contracts)
Overall rating of
Ivy Tech among
Current
Students,
Completers,
Drop-outs
Professional
exam first
attempt pass
rate
Total direct
instructional cost
per credit hour
and per FTE
External funding
raised to
support new
program/course/
service
development
No. of Assoc. Degrees
Attained
FTE (by region,
by program, by
targeted groups
demographics)
Subsequent
success in regular
courses; percent
that ultimately
graduate *
Earnings of program
completers 6, 12
mos. out (vs. prior;
vs. high school
grads)
No. of
employers
served (& no.
of repeat
customers)
Percent of
ITCCI credit
courses covered
by transfer
credit
agreements
Successful
completion of 4
year programs
by ITCCI
graduates who
transfer
Net margin per
student per
private sector
contract
Percent of
courses offered
by distance/
alternative
delivery vs.
traditional
methods
No. of industry
recognized
certifications attained
Non-Credit
Programs
(Continuing Ed,
Workforce
Certification,
Contract Training,
Pre-college)
Retention or
Successful
Transfer of
Remediation
Students *
No. of
Employees
Trained; Total
no. contact
hours
Employer
satisfaction with
ITCCI program
completers
hired
Ratio of full-time
faculty to FTE
students (by
program, course
type)
Space/facilities
utilization
Other metricsTo be
developed
No. of successful
transfers to 4 yr.
institutions
For credit
enrollees as % of
regl. population
(penetration) *
Demographic
Profiles of
Remediation
Students *
Dollar Value of
Contracts; Net
Revenue
Percent of
students who on
leaving report
that their goals
were met
Faculty/staff
training,
development
cost per FTE
Staff salaries &
benefits as
percent of total
institutional
budget
Passing rate for
developmental
courses/ Percent
retaking these
courses *
Employer
satisfaction
with contracted
training
Other metrics –
to be developed
(i.e. academic
credentials)
Other metrics- To
be developed
Percent who are
completers within
150% and/or 300% of
normal timeframe
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Accomplishment of the Plan will require the following:
•
Promote the development of state education policies that support Ivy
Tech’s mission and goals
•
Provide statewide academic support for regional campuses to ensure
timely, cost effective delivery of Ivy Tech programs and services
•
Communicate the value of an Ivy Tech education to its publics
•
Establish a common culture, infrastructure and investments necessary
to support Ivy Tech as a system wide enterprise
•
Establish accountability mechanisms and processes to ensure that Ivy
Tech is meeting the goals included in the Strategic Plan 2010
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Keys to success:
1.
Focus – we cannot be all things to all people
2.
Engaged – we must know the needs of our communities,
customers and students
3.
Responsive – we must develop programs and courses of
study in a time sensitive manner
4.
Results oriented – we must measure what we do and seek
continuous improvement
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