Strategies, Objectives and Initiatives

Strategies, Objectives and Initiatives

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.