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IVY TECH COMMUNITY COLLEGE OF INDIANA STRATEGIC PLAN 2010 - FROM SUCCESS TO THE BEST. 1. As a statewide, open-access college, Ivy Tech Community College provides residents of Indiana with professional, technical, transfer and lifelong
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IVY TECH COMMUNITY COLLEGE OF INDIANA STRATEGIC PLAN 2010 - FROM SUCCESS TO THE BEST 1
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. Ivy Tech Community College-Our Mission 2
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 14 Regions…23 Campuses 3
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 Top Ten Jobs Ivy Tech Prepares People For 6
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: • Help low and moderately literate adults more quickly achieve proficiencies to permit college level study. • 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. • Promote greater persistence and more rapid program completion and successful transfers. A necessary shift in focus from enrollment to outcomes. • Develop faculty who combine strong teaching skills with grounding and currency in their academic, technical and professional specialties 9
Challenges and Opportunities Facing Ivy Tech Community College • 5. Compress programs into shorter, more “digestible” modules better suited to the needs of working adults • Design programs of occupational education with a wider platform of transferable skills that reflect and support more frequent career changes • Encourage and support employers in designing and providing credentialed education and training to their workers • Use technology to deliver educational programs more effectively and efficiently 10
IndianaU.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. Undergraduate FTE Enrollment, Fall 2001 11
If Indiana achieved adult then adult enrollment in Indiana participation rate as… would increase by: Illinois 73,696 California 62,530 Michigan 53,597 Alaska 53,597 Washington 49,131 Maryland 46,897 Florida 42,431 Virginia 40,198 United States 24,565 Source: Indiana Commission for Higher Education, National Center for Education Statistics, U.S. Census information. Potential Indiana Adult Participation in Postsecondary Education: Adults ages 25-49 12
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 State 232 307 • Indiana State 107 155 • Indiana 1,371 1,326 • Ivy Tech 2,240 3,674 • Purdue 1,839 1,896 • Southern Indiana 161 149 • Vincennes 1,306864 • 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: • 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
Mission Statement Vision Document Strategic Plan 2010 Goals Objectives Strategies Metrics Key Elements in the Strategic Plan 2010 15
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
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
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
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
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
“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: 21
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
Keys to success: • Focus – we cannot be all things to all people • Engaged – we must know the needs of our communities, customers and students • Responsive – we must develop programs and courses of study in a time sensitive manner • Results oriented – we must measure what we do and seek continuous improvement 23