IVY TECH COMMUNITY COLLEGE OF INDIANA

STRATEGIC PLAN 2010 - FROM SUCCESS TO THE BEST

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 providesresidents of Indiana with professional, technical, transfer and lifelong education for successful careers, personal development, and citizenship.Through its affordable, quality educational programs and services, theCollege strengthens Indiana’s economy and enhances its culturaldevelopment.

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14 Regions…23 Campuses

Region Campus Locations

Bloomington Bloomington

Central Indiana Indianapolis

Columbus Columbus

East Central Anderson

Marion

Muncie

Kokomo Kokomo

Logansport

Lafayette Lafayette

North Central Elkhart

South Bend

Warsaw

Region Campus Locations

Northeast Fort Wayne

Northwest East Chicago

Gary

Michigan City

Valparaiso

Richmond Richmond

Sellersburg Sellersburg

Southeast Lawrenceburg

Madison

Southwest Evansville

Wabash Valley Terre Haute

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11 Straight Years of Enrollment GrowthOver 73,000 Students

0

10,000

20,000

30,000

40,000

50,000

60,000

70,000

80,000

1994-95 1996-97 1998-99 2000-01 2002-03 2004-05

Headcount-End of SpringTerm

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Student Demographic by Age

15-19 yrs 18%

20-24 yrs 29%

25-29 yrs 17%

30-34 yrs 12%

35-39 yrs 8%

40-49 yrs 11%

50-59 yrs 4%

60+ yrs 1%

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Top Ten Jobs Ivy Tech Prepares People For

Entry-level managers

Medical assistants

Information technology workers

Industrial technologists

Early childhood educators

Administrative assistants

Licensed and registered nurses

Accounting/bookkeeping staff

Entry-level criminal justice workers

Electricians

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Faculty Credentials

Masters 49%

Bachelors 28.7%

Doctorate 8%

Other 7.9%

Associate 6.4%

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1984-85 2005-06

Operating Funds $ 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

Ivy Tech Funds Comparison (in millions)Ivy Tech Funds Comparison (in millions)

Total $ 63.7 $ 426.8

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Challenges and Opportunities Facing Ivy Tech Community CollegeChallenges and Opportunities Facing Ivy Tech Community College

Increased and time sensitive demands for workforce skills, a rapidlychanging global economy, nimble competitors and a continued issuewith 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 CollegeChallenges 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 59% 31%(IUB, PUWL, IUPUI, BSU, ISU)

Masters & Bacc. 20% 24%(USI, Regional Campuses)

Two-Year 21% 45%(VU, Ivy Tech)

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 then adult enrollment in Indiana participation rate as… would increase by:

Illinois 73,696California 62,530Michigan 53,597Alaska 53,597Washington 49,131Maryland 46,897Florida 42,431Virginia 40,198United States 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 IndianaAssociate Degrees Awarded in Indiana

Every public four-year institution in Indiana is in the associate degree business as well as many private colleges.

Institution 1998-99 2003-04Ball State 232 307Indiana State 107 155Indiana 1,371 1,326Ivy Tech 2,240 3,674Purdue 1,839 1,896Southern Indiana 161 149Vincennes 1,306 864

7,256 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%.13

Ivy Tech has a defined market niche and a set of

marketplace advantages:

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 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 certificates50% increase in associate degrees50% increase in other, industry-recognized certifications50% 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 GoalsVision 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

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

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

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”“What gets measured gets done”

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 metrics- To 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

Percent who are completers within 150% and/or 300% of normal timeframe

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

Overarching Goal for Ivy Tech Community College of IndianaIncrease Program Completions Attained by 50% by 2010

Balanced Scorecard of Metrics to Monitor Progress and Success:

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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

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: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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