Ivy Tech strives to ensure that Indiana’s citizens, workforce, and businesses are globally competitive. Our fourth task is to develop metrics to measure progress towards this goal.Our recommendations are based on Ivy Tech’s Initiative Progress Report (Oct 13, 2011), their strategic plan dashboard, and a national assessment of best practices. Our group first reviewed and finalized definitions, objectives, and initiatives for strategy two of the strategic plan. Then we reviewed and edited existing metrics and created additional ones with an eye toward specifying ways to measure Ivy Tech’s progress on global competitiveness. Our 19 recommended metrics are developed to measure progress on the following four initiatives. To design and implement 2A: a robust process for engaging the employer community.2B: a proactive statewide needs assessment process.2C: a process to ensure our programs advance Indiana’s global competitiveness and to ensure our students are globally competitive, and 2D: a continuous learning process for faculty staff and students.
The first initiative is to design and implement a robust process for engaging the employer community.One action to achieve this initiative is to have culturally diverse non US native members on each campus’s advisory committee. One way to measure this would be to track the ratio of non-US natives to US natives. In this way the advisory committees will have access to valuable experience and expertise regarding global markets, businesses, and economies. Other metrics tied to this initiative include 1) increasing the recruitment of culturally diverse non-US native faculty, and 2) increasing global travel and educational experiences among Ivy Tech faculty with a specific focus on business/ industry
The second initiative is to design and implement a proactive statewide needs assessment process.One action to achieve this initiative is to disseminate and use needs assessment data to implement new strategies. Oneway to measure this is to track the percentage of full-time faculty and staff leaders who use needs assessment data in decision making. In this way processes and programming are tied to and based on a broad range of constituents’ needs.
The third initiative is to Design and implement a process to ensure our programs advance Indiana’s and our students’ global competitiveness.An important action to achieve this initiative is to increase recruitment of international students to Ivy Tech CampusesOne way to measure this would be to track the percentage of international students in the incoming class and the overall percentage of international students in the student body. This initiative allows for interactions between local students and international students with very little cost.Other metrics are to 1) Enroll more students into study abroad and travel abroad programs, 2) to Increase course offerings in foreign language and culture, and 3) to Establish international collaborations with other universities
The fourth and final initiative is to Design and implement a continuous learning process for faculty staff and studentsAn important action to achieve this initiative is to translate global competitiveness into concrete and measurable competenciesOne way to measure this would be to count number of competencies identified across a wide variety of materials including allprofessional development programs.In this way educational materials can be tailored around needed competencies.Other metrics include the design and implementation of faculty, staff, and student development programs that include units on relevant global content.In order to make this a continuous learning process it is criticalthat definitions of global competencies are systematically reviewed and incorporatedinto relevant materials.
Team 2 (narrated ppt)
Strategy Two: Ensure that Indiana’sCitizens, Workforce, and Businesses are Globally Competitive ACE Team Members: Phyllis Baker, Patricia Carney, George Low, Rafael Sanchez, and Andreas Savakis
Overview• Analysis Process• Areas of Focus• Key Recommendations for Initiatives with Metrics and Benefits• Summary
Analysis Process• Reviewed Strategic Planning Documents• Reviewed Accelerating Greatness Website• Obtained Input from Ivy Tech Champion: Rebecca Nickoli• Reviewed other college web sites for pertinent information• Collaborated to Produce Report
Four Areas of Focus1. Examine Ivy Tech’s strategic planning process for Strategy 22. Recommend ways to increase student global awareness and competitiveness3. Recommend travel policies to support Strategy 24. Recommend additional metrics, beyond beyond those identified by Ivy Tech Committees that could be used to assess progress on Strategy 2
Examine Ivy Tech’s strategic planning process for Strategy 2: George Low• Strategy 2, including objectives, metrics, initiatives, and action step sequences, are not being consistently applied by all Strategy 2 committees. • Metrics initially developed for the three Strategy 2 objectives are now being developed for initiatives, but connections that link the objectives, initiatives and metrics appear to be missing. • Ivy Tech should consider inconsistencies across strategies, especially possible unintended consequences that could be addressed early.
Examine Ivy Tech’s strategic planning process for Strategy 2: George Low• Assumption that encouraging global awareness among Ivy Tech faculty, staff, and students will cause citizens, workforce and businesses in Indiana to be more globally competitive. • While global competitiveness and global awareness are related, they are very different strategically. • These differences should be considered as part of the planning process to avoid conflicts or complexities.
Examine Ivy Tech’s strategic planning process for Strategy 2: George Low• Planning process guidelines mention a communications plan for constituents, but this could be made more specific. • Accelerating Greatness website could be leveraged to reach Ivy Tech’s constituents to solicit feedback and facilitate discussion. • In addition to periodic presidential Town Hall meetings for students, faculty, staff, and community members, virtual meetings and webinars could also be held to reach a greater number of people who may be unable to attend the Town Hall meetings
Recommend ways to increase student global awareness & competitiveness: Andreas Savakis• International experiences would be beneficial for global awareness because they expose students to global settings and people from other cultures • Recruiting More International Students on campus is a way to increase student global awareness • Study Abroad and Travel Abroad provide immersive experiences that have more impact. However, Travel Policies must be in place to support students and manage risk. • Establishing relationship with an international “sister” campus would facilitate exchange programs for faculty and students, as well as bidirectional exposure to other cultures through social media and other low risk, low cost methods.
Recommend ways to increase student global awareness & competitiveness: Andreas Savakis• Curricular experiences delivered by offering courses in foreign languages and cultures that students could take as electives or as part of general education requirements. • Incorporate modern technology and ensure students are comfortable with both using and independently learning new technologies. • Benchmarking of curricula with model programs at other universities, national and/or international, would assist with monitoring global competitiveness of Ivy Tech programs.
Recommend ways to increase student global awareness & competitiveness: Andreas Savakis• Outreach efforts that address the needs of industry in global markets and facilitate learning from experiences of alumni who are working in global settings. • Feedback from both employers and alumni can be obtained through surveys and focus groups. • Industrial advisory boards at each college would be beneficial for discussion and feedback on global competitiveness, curriculum and other important topics.
Recommend ways to increase student global awareness & competitiveness: Andreas Savakis• Support services monitored and evaluated by a central assessment office would ensure that metrics are monitored and reported to leadership/external accreditation bodies. • Support offices could include: Assessment Office, International Student Office, Student Affairs support for Cultural Events and International Student Organizations. • Academic Affairs support for Global Seminar Series, Corporate Relations Office for outreach to employers, Alumni Relations Office for outreach to alumni. • Technology Center Support for IT technology, social media and other technology needs.
Recommend travel policies to support Strategy 2: Rafael Sanchez, Patricia Carney• Definitions should be used to guide types of travel: • Travel for faculty, staff & students should be domestic and abroad. • Travelers must achieve objectives related to gaining cultural, linguistic, and professional growth, including business/financial market awareness and regional, national and international economic growth, and historical perspectives related to how colleges, governments and industries operate.
Recommend travel policies to support Strategy 2: Rafael Sanchez, Patricia Carney• Procedures for authorizing travel are needed • Program Director must authorize travel. • Travel may be part of a service learning/civic engagement projects. • Study abroad should be connected to program curriculum. • Students who undertake travel should provide written and oral reports of what they learned. • Travel not allowed to countries with travel warnings.
Recommend travel policies to support Strategy 2: Rafael Sanchez, Patricia Carney• Pre-trip Orientation would inform students of Ivy Tech’s expectations• Information on hotels, travel itineraries and activities must be provided in written form.• Students’ behavior while travelling will be guided by policies and rules of Ivy Tech.• Ivy Tech does not reimburse any expenses associated with alcohol consumption.
Recommend travel policies to support Strategy 2: Rafael Sanchez, Patricia Carney• Ivy Tech must consider areas of liability • Getting Agreement Form from Students regarding specifics of the trip. • Agreement forms must also include informed consent and liability release, which every traveler must sign prior to approved travel. • Agreement form must also outline how emergency situations must be handled.
Recommend metrics used to assess progress on Strategy 2: Phyllis Baker• 19 recommendations made that address 4 Strategy 2 Initiatives: To design and implement: • 2A: Robust process for engaging employer community. • 2B: Proactive statewide needs assessment process. • 2C: Process to ensure programs advance Indiana’s global competitiveness and to ensure students are globally competitive. • 2D: Continuous learning process for faculty staff and students.
Recommend metrics used to assess progress on Strategy 2: Phyllis Baker 2A: Design and implement robust process for engaging employer community. Action Metric Benefit1. Recruit culturally diverse non - Ratio of non-US Natives Provide valuable experience and US native members to the to US Natives expertise regarding global advisory committees to serve markets, businesses/ economies each campus. to guide Ivy Tech leaders.
Recommend metrics used to assess progress on Strategy 2: Phyllis Baker 2B: Design and implement proactive statewide needs assessment process. Action Metric Benefit2. Disseminate and use the needs Percentage of Ivy Tech full- Provide Ivy Tech information on assessment data to implement time faculty and staff leaders the extent to which the needs new strategies. who use needs assessment assessment data are being data in decision making. used to make decisions intended to meet constituents’ needs.
Recommend metrics used to assess progress on Strategy 2: Phyllis Baker2C: Design and implement process to ensureprograms advance Indiana’s global competitivenessand to ensure students are globally competitive. Action Metric Benefit1. Increase recruitment of Percentage of internatio nal Increases interactions of local International students to Ivy students for incoming class students with international Tech Campuses. and overall percentage of students without the travel cost international students in the and time commitment. student body.
Recommend metrics used to assess progress on Strategy 2: Phyllis Baker 2D: Design and implement continuous learning process for faculty staff and students Action Metric Benefit1. Translate global Number of competencies Understanding what competitiveness into concrete identified and visible among competencies are needed will and measureable faculty, staff, and students. allow for tailored educational competencies. programs.
Summary• Ivy Tech is making good progress toward achieving Strategy 2.• Additional activities may also expedite Strategy 2 Implementation and increase the impact of Strategy 2 on Ivy Tech.• We make recommendations and outline metrics for Ivy Tech Leadership to consider as part of the strategic planning process.