ICC Outcomes Summary for FY18
Outcomes Summary for FY18
We recently reported to the ICC Board of Trustees some of the College’s major “Outcomes for FY18.” While all of our efforts are worth mentioning and result from the collaborative work of our faculty and staff, several of the following themes provide the context for the exceptional work accomplished or initiated over the past year.
Student success drives all we do here at ICC. It is the heart and soul of our new strategic plans.
Major outcomes achieved include:
- Joined Achieving the Dream, hosted a Strategic Planning Retreat, sent Innovation Team members to the AtD conference.
- Launched cross-functional Strategic Planning Innovation Teams.
- Implemented the program vitality program for 90 certificate and AAS degrees to ensure the viability, competitiveness, and overall health of ICC’s academic programs.
- Launched an Evening College program to better serve working adult students, allowing students to complete their degree or certificate on the same campus during the evening.
- Revised English requirements for career programs to previous standards to allow high school GPA to be used for placement.
- Developed High School Pathways for three career clusters with the highest levels of workforce gaps: Health Careers, Information Technology and Manufacturing.
- Spread the top 22 largest enrollment courses out over a six-hour span from a three-span on the course schedule to increase the ability of students to take full-time course loads.
- Contracted for an EMSI Economic Overview and Program Demand Gap Analysis Report to determine workforce gaps and occupations providing family sustaining wages.
- Restructured fees for Early College programming for high school students, allowing them to pay only $50 per course when taught in the high schools by a HLC-qualified high school teacher.
- Completed HLC compliance review on requirements for instructor qualifications.
- Recognized as 5th in the State for our Adult Education programs, with ELS students achieving an 88% completion rate.
Enrollment and Onboarding
Barriers to engagement and enrollment have been discovered in the analyses of our existing processes. Staff and committees involved in these processes are examining how we impact students, along with problem solving and eliminating the identified barriers. Here are the major outcomes achieved in this area:
- Removed the block on enrollment for returning full-time students.
- Removed requirements for visiting university students to provide transcripts and syllabi of previous courses prior to taking courses at ICC.
- Revised and automated transcript processes, resulting in less than a one-week turnaround from an original 1,200 transcripts backlog.
- Removed the pre-requisite barrier to allow university (visiting) students to enroll in any transfer course without restriction.
- Implemented the new Summer Pell funding in summer ’18.
- Cross-trained Enrollment Services and Financial Aid staff to provide better service and reduce wait times for students.
- Created the Admission Office and hired a Director of Admissions.
- Created an SEM plan for the year and tracked outcomes.
To better align with community and student needs, we restructured the College to create a Workforce Development Division, focused on Earn and Learn Programming, Customized Business Training, Community and Continuing Education, Career Development and College and Career Readiness.
Major outcomes achieved include:
- Earn and Learn Programming: Hosted two Manufacturing Summits, resulting in the Industrial Maintenance Apprenticeship program launching in August with 14 apprentices serving five companies.
- Legislative Support: Led to $265,000 in funding for pre-apprenticeship programs in the state budget and legislation prohibiting high schools from limiting early college credit options for high school students.
- Community Awareness: Influenced community educational and business groups to see our workforce challenge differently through community presentations, media interviews, and meetings with regional education leaders.
- Informed Career Choice: Launched a community career exploration program called Career Coach, which provides regional data and job availability and wages aligned with educational programming to support informed career choices.
Organizational Structure and Human Resources
In order to be responsive to our community and students’ needs and our financial challenges, we implemented changes in our organizational structure, staffing patterns and employment contracts, which resulted in the following:
- Faculty Contract: Successfully negotiated a new faculty contract, which places new emphasis on faculty roles and responsibilities through an interest-based process.
- Restructuring and Reorganization: Reorganized the College to reduce the number of academic departments and added a new Workforce Development division
- Standard Operating Procedures: Developed 33 standard operating procedures to address critical issues that needed to be clarified to increase efficiency and consistency.
- Cabinet Staffing: We welcomed a new VP of Academic Affairs, as well as filled new roles in Workforce Development and Institutional Effectiveness. The Vice Presidents of Human Resources and Marketing retired, leading to searches for their replacements.
- Diversity and Inclusion: Increased diversity among adjunct faculty and among Minority and Women Owned Businesses who bid on college RFPs. Received a grant from the Lumina Foundation to support professional development in diversity and inclusion. Partnered with the Illinois Black Chamber of Commerce and NAACP, resulting in two awarded bids in these key populations.
Managing the College
While not directly contributing to student success, running an efficient organization is the quality platform upon which the College is built. The protection of assets and the strategic allocation of resources allows the College to remain focused on student success and deliver on its promise to the community.
The following major outcomes were achieved:
- Financial: Ended the fiscal year in a $2 million positive position, even though we missed the enrollment target and received $4.6 million or 8.5% less from the State than we did in FY16. Replenished the fund balance by $1 million and added $1 million to the Innovation Fund. This position was largely achieved through position management. We were awarded over $4.5 million in grant funding, including the TRiO Upward Bound, Motorcycle Training Program, Solar Training Program, and Success after the GED College Bridge Program.
- Enrollment: Set this year’s goal at a 2% enrollment increase. In spite of this, the College’s enrollment decrease of 4% was less than our peer group at 6.1% and the state average decrease of 5.6%. This can be attributed to new targeted programing and marketing efforts. Without our new promotions tactics, targeted programs and Evening College efforts, our enrollment would be closer to, or even below, that of our peers.
- Facilities: Transitioned Health Career programming from downtown to the Peoria Campus, on time, on budget with no gaps in instructional service, as well as opened the new Student Center. The student services hallway was remodeled to provide a more inviting and efficient environment for our students and employee service providers.
- Information Technology: Major improvements included the implementation of a new VIOP phone system (50% completion), Electronic Application, upgrade of PeopleSoft, and functional requirements for the Client Relationship Management system. Two million dollars of the last bond issue was set aside to support the technological impact of the student success agenda.
In summary, ICC celebrated its 50th anniversary year by working together to focus on the common goals of student success produces results. We conferred 1,612 credentials to 1,527 graduates and continued to strive to develop an institutional culture centered on student success.