1. 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 1

2. 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. 2

3. 14 Regions…23 Campuses RegionCampus LocationsBloomington Central IndianaIndianapolisColumbus East CentralAnderson Marion MuncieKokomo LogansportLafayette North CentralElkhart South Bend Warsaw RegionCampus Locations NortheastFort Wayne NorthwestEast Chicago Gary Michigan City ValparaisoRichmondSellersburg SoutheastLawrenceburg Madison SouthwestEvansville Wabash ValleyTerre Haute 3

4. 11 Straight Years of Enrollment Growth Over 73,000 Students 4

5. Student Demographic by Age 5

6. 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 6

7. Faculty Credentials 7

8. 1984-852005-06 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) Total $ 63.7$ 426.8 8

9. 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. 1.Help low and moderately literate adults more quickly achieve proficiencies to permit college level study. 2. 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. 3.Promote greater persistence and more rapid program completion and successful transfers. A necessary shift in focus from enrollment to outcomes. 4. 4.Develop faculty who combine strong teaching skills with grounding and currency in their academic, technical and professional specialties 9

10. 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. 6.Design programs of occupational education with a wider platform of transferable skills that reflect and support more frequent career changes 7. 7.Encourage and support employers in designing and providing credentialed education and training to their workers 8. 8.Use technology to deliver educational programs more effectively and efficiently 10

11. Undergraduate FTE Enrollment, Fall 2001 Indiana U.S. Research/Doctoral59% 31% (IUB, PUWL, IUPUI, BSU, ISU) Masters & Bacc.20% 24% (USI, Regional Campuses) Two-Year21% 45% (VU, Ivy Tech) Source: Higher Ed Subcommittee of Gov’t Efficiency Committee; prepared by NCHEMS. 11

12. 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: Illinois73,696 California62,530 Michigan53,597 Alaska 53,597 Washington49,131 Maryland46,897 Florida42,431 Virginia40,198 United States24,565 Source: Indiana Commission for Higher Education, National Center for Education Statistics, U.S. Census information. 12

13. Associate Degrees Awarded in Indiana Every public four-year institution in Indiana is in the associate degree business as well as many private colleges. Institution1998-992003-04 Ball State232307 Indiana State107155 Indiana1,3711,326 Ivy Tech2,2403,674 Purdue1,8391,896 Southern Indiana161149 Vincennes1,306864 7,2568,371 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

14. 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 14

15. Key Elements in the Strategic Plan 2010  Mission Statement  Vision Document  Strategic Plan 2010 –Goals –Objectives –Strategies –Metrics 15

16. 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” 16

17. 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 17

18. 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 18

19. 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 19

20. 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 20

21. “What gets measured gets done” I. Program Completions II. EnrollmentIII. RemediationIV. 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 Indiana Increase Program Completions Attained by 50% by 2010 Balanced Scorecard of Metrics to Monitor Progress and Success: 21

22. 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 22

23. Keys to success: 1. 1.Focus – we cannot be all things to all people 2. 2.Engaged – we must know the needs of our communities, customers and students 3. 3.Responsive – we must develop programs and courses of study in a time sensitive manner 4. 4.Results oriented – we must measure what we do and seek continuous improvement 23