Strategic Directions and Future Challenges

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Strategic Directions and Future Challenges

• Presentation for ISU Board of Trustees April
  24, 2003

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Indiana State University will be known
throughout the Midwest for the exceptional
experiential learning opportunities it offers
undergraduate students as well as for being the
best doctoral research-intensive University in
areas that constitute our Points of Pride.
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Diversify Funding
Diversify Funding
Increase Political Standing
Increase Enrollment
Establish Market Position
Meet Accountability Expectations
PREEMINENCE
Improve Publics Perception of ISU
Enhance Quality
Enhance Economic Development
Further Develop A Student Centered Culture
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PREEMINENCE
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Indiana State University External
Challenges/ New Opportunities

• Gregory Goode

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Higher Education in Indiana

• Independence of campuses
• Freedom to create and innovate
• Latitude to develop
• Mission
• Purpose
• Marketing
• Programming
• Infrastructure

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Overlapping Missions

• Similar marketing campaigns
• Mission creep
• Program quality
• Remediation
• Lack of focus in implementation

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Current Scenario

• Major Research Universities
• Additional funding for research initiatives
• Regional Universities
• Growth and demand for construction of residence
  halls
• Community College Initiative
• New, inexpensive educational opportunities for
  those seeking associates degree

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What is the future for ISU?

• Indiana State University and Ball State
  University have an opportunity to develop their
  places in the CHE plan.
• Both universities will have to write their own
  chapters.
• Accomplishing this will require developing a
  distinguishing identity and articulating the
  themes of this identity to key stakeholders.

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Vision for ISU

• Indiana State University will be known
  throughout the Midwest for the exceptional
  experiential learning opportunities it offers
  undergraduate students as well as for being the
  best doctoral research-intensive University in
  areas that constitute our Points of Pride.

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Themes of Excellence
Research
Service to Indiana
Teaching

• Experiential
• Learning

Economic Development
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Conclusion

• ISU is at a critical juncture
• We live in fiscally-challenging times
• We have a good story to tell
• If we do not define our role, others
  will!

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Measures of Accountability and Perceptions of ISU
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Areas of Interest

• Preparation
• Participation
• Affordability
• Completion
• Benefits/Economic Development
• Resource Utilization

C- C D B- C
Measuring Up 2002, The State-by-State Report Card
for Higher Education put out by the National
Center for Public Policy and Higher
Education. http//measuringup.highereducation.org/
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SAT The Data
IU Bloomington PU West Lafayette IUPUI
Main Indiana State Univ. Ball State
University University of Southern Indiana
947 945 944 945
938
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Perception ISU Has Greater Numbers of Lower
Ability Students
BUT

• There are some reporting anomalies
• Freshman Cohorts Defined Differently
• The Reality
• Our data also reflect our

state role. We have been about providing
opportunity!!
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AffordabilityHighlighted Example Student Share
of Expenditures
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• Perception ISUs Students Not Paying As High A
  Proportion of Cost As Others.
• Reality CORRECT

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Tuition and Fees for Full-Time Hoosier
Undergraduates
IU Bloomington PU West Lafayette IUPUI Main Ball
State University University of Southern Indiana
ISU
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1st Generation Access Mission
This was by Design
Keep Burden Off Of Students

Reality Tuition Share of Expenditures Make ISU
State Dependent Given Budget National Trends of
Decreasing State Toward Higher Education,
and Equalization
This Is A Situation ISU Must Address
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Economic Benefit
Percent of Graduates Remaining in Indiana
One Year After Graduation
University/College Baccalaureate Post-Baccalaurea
te
IU Bloomington 79 66
Purdue- WL 58 25
USI 77 69
Ball State 77 n/a
ISU 80 64
Hoosiers only
Hoosiers only ISU 88 85
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Economic Benefit
Reality Indiana Gets its Money back From ISU.
More Graduates Stay as Contributing
Hoosiers State Receives 2.56 for every 1.00
spent at ISU.
Benefits of Public Higher Education to the State
of Indiana, OSPIRE Brief.
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Resource Utilization Expenditures
Appropriations
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Perception Reality, ISU Needs to Address
Compensation Issues to Attract Maintain Quality
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Accountabilty

• Points Perceptions
• Data Issues Still Need to be Addressed
• ISUs Statistics are Driven by Current Mission
• Community Colleges and Regional Campuses will
  affect current role in the state
• Achievement of Universitys vision will be
  reflected in indicators.

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Increase Enrollment
Diversify Funding
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ISU Fall Enrollment HeadcountSelected Years 1982
- 2002
Year Enrollment Change
1982 11,933
1987 11,161 - 6.47
1992 12,271 9.95
1997 10,784 - 12.12
1998 10,970 1.72
1999 10,985 0.14
2000 11,051 0.60
2001 11,321 2.44
2002 11,714 3.47
20-yr. Change - 1.84
5-yr. Change 8.62
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Demographics as a Driving Force at the National
Level
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The Impact of Demographics on Indiana and Indiana
State
Projected H.S. Graduates 2007
Increase 1997-2007
Number Projected
IUPUI 19.25
17,559
3,353
Purdue 17.48
2,764
IU Bloomington 14.64
2,109
ISU 7.06
Ball State .59
3,923
USI - .55
5,109
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Freshman Profile Fall 2002

• Over 60 from rural areas or small towns.
• 61 from families where neither parent has a
  bachelors degree
• Top two reasons for coming to ISU
• Low cost
• Academic reputation
• ISU top choice for 69.

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Restraining Forces to Enrollment Growth

• Declining population in our geographic area.
• Community College growth - enrollment pattern
  overlaps ISU.
• Entering ISU freshman with HS class rank 50th
  ile or less
• 2002 39
• 2001 41
• 2000 36

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Restraining Forces

• Only one million dollars in merit scholarships
  limits recruitment of higher ability students to
  replace those lost to CCI.
• Name recognition limited compared to our closest
  competitors.

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Proactive Measures

• Opening up new markets
• 17 new Illinois counties added to tuition waiver
  program
• Dual admission program with VU, expanding to
  ITSC, IL community colleges
• Expanded Distance Education
• Deeper penetration in existing markets where our
  share has been weak
• Lake, Marion and other counties with relatively
  high of HS grads

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• Becoming more transfer student-oriented
• Faster evaluation of transfer credit,
  scholarships for high ability transfers,
  DegreeLink
• Enrollment Management
• Developing marketing and recruitment plan with
  consultant
• Improving business processes in enrollment
  services
• Admissions, Financial Aid, Registration
  Records, Degree Articulation and Transfer,
  Distance Education, etc.

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Planning Horizon
Vision
Long Range Horizon
Year 6
(Conceptualized)
Strategic
Year 2 - 5
Strategic Horizon
Strategic
Proposed
Year 1
Tactical Implementation
Tactical
Mission Planning Projecting
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Tactical and Strategic Steps

• Examples of Tactical Plans
• Finish Enrollment Management Plan
• Integration of Foundation priorities with
  Movement toward Preeminence
• Implement Integrated Marketing
• Develop New Experiential Learning Opportunities
• Budget hearings to help set priorities
• Examine Advising

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Tactical and Strategic Steps

• Examples of Strategic Questions
• Given the Identity, what is the optimal
  enrollment for various groups on campus?
• What Student Services do we Need to Provide in
  the Future to be competitive?
• What curricular adjustments might be needed to
  ensure quality?
• How do we support Pillars of Promise?
• How will we know we offer the best experiential
  learning experience in the Midwest?

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Next Steps

• Continue to take tactical steps in implementing
  the strategic direction
• Formalize strategic questions and forward to
  appropriate campus groups
• Engage campus in discussion
• Develop and act on an implementation plan

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