This document provides an analysis and recommendations from an ACE Team to support Ivy Tech's Strategy 2 of ensuring Indiana's global competitiveness. It examines Ivy Tech's strategic planning process, recommends ways to increase student global awareness, proposes travel policies, and suggests additional metrics. Key recommendations include increasing international student recruitment, establishing study abroad programs, and identifying concrete global competencies among faculty, staff, and students.
1. Strategy Two: Ensure that Indiana’s
Citizens, Workforce, and Businesses
are Globally Competitive
ACE Team Members: Phyllis
Baker, Patricia Carney, George
Low, Rafael Sanchez, and Andreas
Savakis
2. Overview
• Analysis Process
• Areas of Focus
• Key Recommendations for Initiatives with
Metrics and Benefits
• Summary
3. 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
4. Four Areas of Focus
1. Examine Ivy Tech’s strategic planning process
for Strategy 2
2. Recommend ways to increase student global
awareness and competitiveness
3. Recommend travel policies to support Strategy 2
4. Recommend additional metrics, beyond
beyond those identified by Ivy Tech
Committees that could be used
to assess progress on Strategy 2
5. 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.
6. 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.
7. 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
8. 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.
9. 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.
10. 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.
11. 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.
12. 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.
13. 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.
14. 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.
15. 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.
16. 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.
17. Recommend metrics used to
assess progress on Strategy 2: Phyllis Baker
2A: Design and implement robust process for
engaging employer community.
Action Metric Benefit
1. 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.
18. Recommend metrics used to
assess progress on Strategy 2: Phyllis Baker
2B: Design and implement proactive statewide
needs assessment process.
Action Metric Benefit
2. 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.
19. Recommend metrics used to
assess progress on Strategy 2: Phyllis Baker
2C: Design and implement process to ensure
programs advance Indiana’s global competitiveness
and to ensure students are globally competitive.
Action Metric Benefit
1. 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.
20. 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 Benefit
1. 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.
21. 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.
Notas del editor
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.