Strategy 1: Ensure students meet their educational objectives. - Objective 1.1: Increase student success and completion.
- Initiative 1.1.a: Develop strategies with employers to provide training that leads to increased employment, workplace quality, and pathways to earning certificates and degrees.
- Initiative 1.1.b: Develop targeted enrollment strategies to increase the proportion of students who start at Ivy Tech college-ready.
- Initiative 1.1.c: Create and implement plans for targeted groups of students who could earn credentials and degrees in accelerated pathways.
- Initiative 1.1.d: Develop research-driven strategies to promote student development, engage students in the college experience, and better tie academic programs to community and career.
- Initiative 1.1.e: Develop a data-driven strategy to increase student retention and success.
- Initiative 1.1.f: Work with the state and four-year institutions on policy and practice incentives to encourage students to complete the core transfer certificate or associate degrees prior to transfer.
- Initiative 1.1.g: Evaluate and implement alternative mechanisms to delivering education that better aligns with student/market needs and expectations.
- Long-term Outcomes:
- Increase in job placement rates of Ivy Tech graduates.
- Increase in wages for Ivy Tech graduates.
- Increase in value placed on Ivy Tech training programs and graduates as employees, as reflected in employer and business surveys.
- Number of associate degrees, technical certificates, career certificates and transfer certificates awarded.
- Intermediate benchmarks:
- Decrease in proportion of new students needing remediation.
- Decrease in time to credential for Ivy Tech students.
- Increase in fall to fall persistence.
- Decrease in the number of non-returning students.
- Accumulation of 15, 30, 30 (at the end of three terms) and 45 credit hours.
- Increase in number of national certificates awarded.
- Increase in IPEDS graduation rate.
Strategy 2: Ensure a sustainable financial resource base. - Objective 2.1: Increase revenues.
- Initiative 2.1.a: Support the Foundation Strategic Plan focused on raising $500 million for student success.
- Initiative 2.1.b: Align tuition and fee models with program costs.
- Initiative 2.1.c: Create public policy strategies to advocate for additional local, state and federal funds.
- Initiative 2.1.d: Increase business revenue streams, including corporate college, on-line out of state and unrelated business income tax policy.
- Objective 2.2: Decrease costs.
- Initiative 2.2.a: Implement processes that decrease costs and avoid additional costs through administrative efficiencies and shared services – analyze effective philanthropic and corporate practices outside higher education.
- Initiative 2.2.b: Develop a systemic approach to identify, fund and measure energy savings efforts.
- Long-term outcomes:
- Amount of student success-related dollars raised under the Foundation’s fund raising plan.
- Increase in tuition revenue generated compared to program costs.
- Increase in public funds from local, state and federal entities.
- Increase in unrelated business income.
- Increase in Corporate College net revenue (becomes profitable).
- Intermediate benchmarks:
- Cost per program data are available.
- Administrative efficiencies are prioritized and planned, implemented, and evaluated.
- Return on investment information for unrelated business income is available.
- Annual Foundation plan metrics achieved.
- Regions meeting minimum efficiency standards.
- Increase in space use.
Strategy 3: Ensure processes are of optimal quality, efficiency, and effectiveness. - Objective 3.1: Improve and expand external relationships.
- Initiative 3.1.a: Develop a plan and launch comprehensive student support services through a resource network with private, state, and federal recourses.
- Initiative 3.1.b: Work with employers and the business community to address global workforce needs in curriculum and experiential learning opportunities for students, faculty, and staff.
- Objective 3.2: Increase continuous process improvement among functions and regions.
- Initiative 3.2.a: Establish a knowledge management process that includes a methodology for process improvement and problem-solving, prioritizing initiatives, reviewing effective practices, and communicating and evaluating progress.
- Objective 3.3: Improve internal and external service delivery.
- Initiative 3.3.a: Implement technology solutions to improve the classroom and online environment.
- Initiative 3.3.b: Improve the student enrollment experience through one-stop implementation including virtual, voice and in-person experiences.
- Long-term outcomes:
- Increase in access to financial and social service resources for students.
- Increase in curriculum that meet global workforce demands.
- Increase in student satisfaction related to service, on-line experience, and enrollment.
- Increase in staff and faculty satisfaction with resources and work at Ivy Tech.
- Increase in the implementation and evaluation of effective practices.
- Intermediate benchmarks:
- Initiatives vetted, prioritized and mapped to Accelerating Greatness.
- Processes and decisions clearly communicated, as evident in staff and faculty surveys.
- Achieve benchmark number of effective practices adopted and implemented.
- Achieve benchmark number of external partnerships identified and plans implemented.
- Increase in student satisfaction of the enrollment process.
- Reduction in cycle time for students moving through enrollment process.
- Increase in the number of calls answered and reduction in call abandonment rates.
- Achieve benchmark set for email response time.
- Achieve benchmark set for online chat response time.
- Achieve benchmark online service availability.
- Increase in user satisfaction and usability values for online (keystrokes).
- Reduction of the number of manual processes and cycle time for process functions.
- Achieve benchmark number of processes put through continuous process improvement methodology.
- Achieve benchmark percent of department heads and employees trained in process improvement.
- Reduction of waste.
Strategy 4: Ensure optimal human and physical resource capacity. - Objective 4.1: Increase human resource capacity.
- Initiative 4.1.a: Develop a comprehensive recruitment and retention plan for faculty and staff reflective of the diversity and backgrounds of our student population.
- Initiative 4.1.b: Create a model that documents position and department knowledge, cross trains faculty and staff, and develops succession plans.
- Objective 4.2: Improve and increase space capacity.
- Initiative 4.2a: Create quality frameworks around space needs that are aligned with student success and that accurately measure total use – credit courses, non-credit courses, and community engagement.
- Objective 4.3: Improve and increase physical resource and technology capacity.
- Initiative 4.3.a: Create quality frameworks around physical resource and technology needs that are aligned with student success.
- Long-term outcomes:
- Increase in student satisfaction results related to staff and faculty knowledge and performance.
- Increase in staff satisfaction results related to resources and training needed to perform the job.
- Increase in diverse talent recruited and retained (define diverse).
- Increase in student-centered spaces that promote engagement and success.
- Intermediate benchmarks:
- Number of staff functions with cross-training and common objectives and goals.
- Expansion of recruiting resources to acquire diverse talent.
- Prioritization and identification of student-centered space needs.
Measuring Success Accelerating Greatness 2025 is a rolling, three-year plan. Each year, the regional research and data representatives, institutional research staff in the office of the president, chancellors, and Strategic Planning Council (SPC) (including the president’s cabinet representatives) will review annual targets and ensure appropriate alignment with short-term and long-term metrics. High-level dashboard metrics will include the following: - Annual number of associate degrees.
- Annual number of technical certificates.
- Annual number of career certificates.
- Annual number of workers trained.
- Annual Corporate College net revenue.
- Annual Foundation donations/revenue.
- Annual number of process improvement projects and waste reduction.
- Increase in staff cross training.
- Increase in space and resource need acquisition aligned with student success research and data.
Additionally, the college will develop and track process metrics measured in the following categories: - Student satisfaction
- Faculty and staff satisfaction
- Employer satisfaction
- Impact of learning outcomes
- Transfer student success at a four-year institution
- Consistency and quality of customer service and operational processes from region to region
- Efficiencies in operations
Mission, Vision and Core Values Mission To prepare Indiana residents to learn, live and work in a diverse and globally competitive environment by delivering professional, technical, transfer and lifelong education. Through its affordable, open access education and training programs, the College enhances the development of Indiana’s citizens and communities and strengthens its economy. Vision Changing Lives. Making Indiana Great. Core Values Student-centered: - Our students' right to reach their potential
- Our students' capability to achieve their educational/personal goals
- The diverse life experiences of each student
- Behavior that will enhance the dignity and worth of all students
- Student need for lifelong learning skills
- Student contributions to the learning community
- Students as individuals
Faculty and staff-focused: - The individual and collective contributions of all faculty and staff
- The diverse life experiences of each employee
- The importance of investing in personal and professional development of all employees
- Openness, honesty and integrity in all employee interactions
- A culture of leadership development
- Employees as our greatest asset
Diversity: - Diversity of thought and opinion
- The uniqueness of all of our students and employees
- Cultural experiences of all students and employees
- An inclusive climate that recognizes and supports a diverse learning and work environment
- Curricular and co-curricular experiences that enrich student learning
- Equal rights and opportunities for all
Integrity: - Honest and forthright communications with all constituencies
- Ethical conduct
- Full and direct disclosure in all print and electronic materials
- Ethical business practices with all partners
- Accountable and responsible stewardship of all College resources
- Confidentiality as required by law and professional standards
- Fair and consistent treatment of all students and employees
Community Engagement: - Being a responsible corporate citizen
- A strong spirit of volunteerism among students and employees
- Collaborative partnerships
- Campuses that are catalysts for service to the community
- Active engagement and leadership in the community
Innovation: - The creation and application of knowledge
- Keeping an open mind to new ideas
- A spirit of entrepreneurialism
- Responsible risk-taking
- The recognition and celebration of innovative initiatives
- Continuous improvement
- A climate conducive to sharing successes and failures
Excellence: - High academic expectations
- A teaching and learning environment that allows students and faculty to achieve their full potential
- Development of our students as confident, capable people contributing to family, workplace and society
- High-quality programs and services
- Holding ourselves and each other accountable for fulfilling our mission and achieving our vision
Accelerating Greatness 2025 Leadership Accelerating Greatness 2025 (AG2025) serves as Ivy Tech’s, three-year plan. Each year, regional leadership will work with the SPC, AG2025’s oversight body, to report on and communicate successes, adjust and add new initiatives, and monitor progress toward increased student success. Initiative and strategy champions will bring recommendations to the SPC as resources, evaluation and communication efforts are needed. Recommendations will run through the SPC and the chancellor co-chair (or his/her designee) will then take recommendations to the Executive Council for final approval. Thus, as initiatives are completed and added, AG 2025 leadership will transition and responsibilities will be shared broadly. The SPC is co-chaired by President, Tom Snyder; Bloomington Chancellor, John Whikehart and Associate Vice President for Planning and Research, Jill Robinson Kramer. Strategy champions, a faculty representative, a student government representative and a representative from the office of technology, the Foundation, marketing and communication, institutional research, student affairs, and three chancellor representatives will also serve on the SPC. Roles and responsibilities for Strategy Champions include the following: - Develop initiative teams with leaders from regions and the office of the president.
- Ensure initiative champions report on progress on a timely basis.
- Monitor and report on progress towards achieving the targets and objectives for the strategy.
- Ensure alignment of initiative goals with regional and functional work goals.
- Serve as a spokesperson and a liaison to the SPC for the strategy.
- Work with initiative champions to identify and address implementation, policy, and resource barriers, as they arise.
Roles and responsibilities for Initiative Champions include the following: - Mange and lead the initiative teams.
- Create and implement initiative project plans; develop work goals, tasks, deliverables, accountabilities, deadlines and milestones, resource requirements and interdependencies.
- Coordinate, monitor and report on progress on college-wide initiative project plans.
Roles and responsibilities for Initiative Teams include the following: - Create work plans to test the feasibility of, the implementation of, and the evaluation of work to accomplish goals.
- Create outputs, intermediate and long-term metrics for the work.
- Engage regional and Office of the President leadership to develop and implement the work.
Roles and responsibilities for Metric Owners include the following: - Confirm accuracy of the metric baseline data and progress and performance data.
- Assist in establishing annual metric targets, metric specifications and procedures.
- Coordinate the acquisition and reporting of progress and performance data.
Strategy 1 Champions - Kathleen Lee, Chancellor, Indianapolis
- Mary Ostrye, Provost
- Matthew Bell, President of Corporate College
- Enrollment Leader, Lea Ann Crooks, Terre Haute
1.1.a - Craig Lamb, Lafayette
- Sue Smith, Office of the President
- Amy Metcalf, Terre Haute
- Sheila Yancey, Central Indiana
- Paul Werling, East Central
- Teresa Begley, Columbus
- Ken Parry, Kokomo
- Bob Thalls, Central Indiana
1.1.b - Robyn Boss, Fort Wayne
- Kelly Hauflaire, Office of the President
- Randy Proffit, Columbus
- Lauren Rochefort, Office of the President
- Nicole Conrad, Central Indiana
- Gary Pellico, Central Indiana
- Joe Anderson, East Central
- Andrew Welch, Fort Wayne
1.1.c - Mary Lewellen, Muncie/Anderson
- Rebecca Nickoli, Office of the President
- Mark Kinkle, Sellersburg
- Amanda Billings, Bloomington
- Frank Moman, Central Indiana
- Rhonda Angsman, Central Indiana
- Jeff Plasterer, Richmond
- Michael Siegel, Columbus
- Duane Embree, Office of the President
- Amanda Billings, Bloomington
- Laura Vest, Office of the President
- Lannette Mullins, Northwest
- Alison Akey, Lafayette
- Elaine Jolayemi, Central Indiana
Achieving the Dream Retention and Completion Co-Leader - Chuck Philip, South Bend
- Russell Baker, Office of the President
1.1.d - John Hogan, Chancellor, Columbus
- Carey Treager-Huber, Office of the President
- Marcia Worland, Kokomo
- Daysha Jackson, Fort Wayne
- Anila Din, Central Indiana
- Clint Whitson, Central Indiana
- Kris Giere, Central Indiana
- Amy Johnson-Price, East Central
- Mark Brandyberry, Lafayette
- Sam Centellas, North Central
- Thomas Evans, South
- Uzoma Oluka, Northwest
- Sonja Claiborne, Student, Lafayette
1.1.e - Ryan Johnson, Muncie/Anderson
- Catherine Sherrard, Sellersburg
- Susan Hawkins-Wilding, Office of the President
- Seana Murphy, Office of the President
- Leo Stubach, Kokomo
- Kathryn Waltz-Freel, North Central
- Jessica Metz, Central Indiana
- Taine Watkins, Central Indiana
- Shakira Grubbs, Southeast
- Brian Bright, Northwest
- Shakira Grubbs, Southeast
1.1.f - Darrell Cain, Indianapolis
- Brad Thurmond, Bloomington
- Nancy Green, Richmond
- Mike Slocum, Central Indiana
- Sandy Ward, Central Indiana
- Mia Johnson, East Central
- Ben Young, Office of the President
- John Laws, Lafayette
- David Merrill, Northwest
1.1.g - Cathy Maxwell, Fort Wayne
- Jeff Pittman, Office of the President
- Robert Deadman, Office of the President
- Michelle Hall, Office of the President
- Ethan Heicher, Kokomo
- Mike Clippinger, Central Indiana
- Rod Brown, Central Indiana
- Cynthia Barr, East Central
- Rod Dowell, Kokomo
- Kathryne Pavey, Northwest
- Pauline Sadek, Central Indiana
Strategy 2 Champions - Steve Daily, Chancellor, Kokomo
- Michael Davidson, Indianapolis
- Christopher Ruhl, Office of the President
2.1.a - Therese Copeland, Columbus
- Luis Gonzalez, Gary
- Chris Hancock, Office of the President
- Carin Werbeck, Office of the President
- Kelly Karickhoff, Kokomo
- Tracey Danner-Odenwelder, East Central
- David Murphy, East Central
- Rob Hensen, Evansville
2.1.b - Deanna King, Terre Haute
- Alisha Aman, Evansville
- Jacob Williams, Office of the President
- Jeff Scott, East Central
- Jennifer Meece, Southeast
- Stephanie Amos, Columbus
- Kathy Nelson, Sellersburg
2.1.c - James Helms, Chancellor, Madison/Lawrenceburg
- Rebecca Nickoli, Office of the President
- Tom McCool, Lafayette
- Tim Harris, Office of the President
- Cory Clasemann, Office of the President
- Matt Hawkins, Office of the President
- Terry Nolot, Sellersburg
- Allen Shotwell, Terre Haute
2.1.d - Doug Giles, Bloomington
- JD Lux, Office of the President
- Jane Harper
- Stephanie Amos, Columbus
- Jeff Pittman, Office of the President
- John Pyzik, Office of the President
- David Gray, Kokomo
- Roy Winkler, East Central
- Bill White, Sellersburg
2.2.a - Rebecca Miller, Terre Haute
- Thomas Skidmore, Office of the President
- Angie Scanlon, Central Indiana
- Roy Winkler, East Central
2.2.b - Christopher Marks, Lafayette
- William Bogard, Office of the President
- Greg Silcox, Indianapolis
- Rob Poff, Sellersburg
- Brandon Smith, Office of the President
Strategy 3 Champions - Tina Gross, Columbus/Franklin
- Jerrilee Mosier, Chancellor, Ft. Wayne
- Jeff Terp, Office of the President
- *Jeff Fanter, Office of the President
3.1.a - Sabrina Pennington, Richmond
- Scott Horvath, Indianapolis
- Charles Lepper, Office of the President
- Karen Williams, Gary
- Ann Heiny, Central Indiana
- Linda Mann, East Central
3.1.b - Joseph Moore, Madison/Lawrenceburg
- Glen Roberson, Office of the President
- Jan Bailey, Kokomo
- Jim Willey, East Central
- Ron Dougherty, Columbus
- Jill Canine, Columbus
- Bob Calliotte, Central Indiana
3.2.a - Elliot Thostesen, Gary
- Kristen Moreland, Office of the President
- Beth DeWees, East Central
- Curtis Blakely, Richmond
- Brenda Ragle, Columbus
- Jim Teeple, Office of the President
- Theodore Russell, North Central
- Francis Hardin, Kokomo
- Kami Kitchen, Central Office
- Keith Greathouse, Columbus
3.3.a - Steven Combs, Columbus
- Kara Monroe, Office of the President
- Michele Morrical, Office of the President
- Christina Collins, Central Indiana
- Joanna Oberthur, Central Indiana
- Julia Stumpf, Columbus
- Adam Lamb, Fort Wayne
- Margaret Semmer, Northwest
- Deb Schrager, South Bend
- Clifford Clarke, Northeast
3.3.b - Keith Branham, South Bend
- Anne Penny Valentine, Office of the President
- Kristen Moreland, Office of the President
- Seana Murphy, Office of the President
- Tracie Davis, South Bend
- Sheila Reich, Central Indiana
- Bob Cain, East Central
- Chris Cathcart, Northeast
Strategy 4 Champions - Steven Tincher, Chancellor, Richmond
- Julie Lorton-Rowland, Office of the President
4.1.a - Mary Murphy, Evansville
- Ben Young, Office of the President
- Rachel Nadeau, Evansville
- Josh Rockey, Kokomo
- Sherry Moore, Central Indiana
- Angie Scanlon, Central Indiana
- Tim Kelsey, East Central
4.1.b - Kevin Bostic, Kokomo/Logansport
- Taundra Miles, Office of the President
- Gerald Maki, Central Indiana
- Tim Kelsey, East Central
- Maribeth Anderson, Columbus
- Julie Murphy, Southeast
- Norma Anderson, East Central
4.2.a - Mike Karickhoff, Kokomo
- Lori Dunlap, Office of the President
- Daniel Cox, East Central
4.3.a - Joseph Dutka, South Bend
- Thomas Riebe, Office of the President
- Jim Barney, Central Indiana
- Pam Schmelz, Columbus
Data and metric owners - Cory Clasemann, Institutional Research, Office of the President
- Heather Higgs, Corporate College, Office of the President
- Thomas Skidmore, Finance, Office of the President
- Marlene Emenaker, Human Resources, Office of the President
- Kevin Honingford, Foundation, Office of the President
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