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Strategic Directions & Objectives

The Vision 2020 strategic plan was formally adopted by the Board in August 2016. Three strategic directions and two foundational college strategies will guide the College through 2020. Strategies and strategic measures for each strategic direction have been articulated and implementation has begun. Annual targets for each strategic measure are established to reach the four- year goals of Vision 2020. Mid-year and annual results are monitored by college administration and the Board.

2016-2020 Strategic Plan Brochure (PDF)
FVTC Strategic Alignment Model (PDF)


Address any questions regarding the planning process to Michele Zick

Strategic Directions

Access to Technical Education

Attract more students to technical career fields through targeted marketing, streamlining complex processes, and reducing known barriers.

Strategies:

  • Redesign student intake processes focusing on career navigation, onboarding, and readiness assessment.
  • Implement solutions that address financial and educational barriers.
  • Streamline and simplify the multiple registration systems and processes.
  • Transition dual-enrollment high school students into technical college programs.
  • Implement a comprehensive parent/family awareness campaign, which engages employers as partners.
  • Engage youth organizations to expand awareness of technical occupations and opportunities.

Student Success

Improve students’ completion of credentials through the redesign of academic and support service systems and practices.

Strategies:

  • Develop integrated solutions to improve Adult Basic Education student transitions to post-secondary technical programs and related careers.
  • Invest in academic and student support services that improve retention and graduation rates, especially for those most at risk.
  • Advance institutional practices focused on improving outcomes for students of color.
  • Continue to advance the quality of instruction in all formats.
  • Continue to invest in employee development, which results in improved student outcomes.
  • Develop specific program pathway plans that map and support completion for both part-time and full-time students.
  • Accelerate graduate entry to the workforce through program redesign efforts.

Workforce & Community Development

Work with regional partners to develop solutions to address workforce gaps in key employment sectors.

Strategies:

  • Convene community partners to tackle persistent obstacles to self-sufficiency.
  • Assess unmet workforce needs and develop targeted strategies throughout the District.
  • Expand incumbent worker training, enhancing existing workforce skillsets.
  • Partner with employers by providing opportunities to populations with untapped potential.
  • Engage regional workforce and economic development organizations as full partners in addressing the talent shortage.

Annual Objectives 2019-2020

 

Access to Technical Education

  • Design and begin implementation of a multi-year enrollment management plan which results in a 4% increase in the number of students who enroll after application.

Student Success

  • Complete year two of the program completion pathway initiative resulting in 100% of technical diploma and associate degree programs having documented plans accessible to students by June 2020.

Workforce & Community Development

  • Address workforce shortages throughout the District by developing a comprehensive regional programming plan, with particular attention to anchor programs at the Oshkosh Riverside Campus.
  • Secure resources to launch at least four new or expanded program offerings to address workforce needs through strategic investments, allocation of new or existing budget resources, and/or employer partnerships.

Collaborative Culture

  • Engage a cross-functional team to design and implement an Equity Framework for use in determining focus areas for improving the College’s cultural competency and inclusion of diverse populations.

Operational Effectiveness

  • Address institutional accreditation requirements by developing a focused assessment plan and establishing an Accreditation Council charged with the work necessary to fulfill the Higher Learning Commission criteria and core components under the Open Pathways model.
  • Continue to plan for the migration of the College’s enterprise systems to a cloud-based solution including the development of a business case, a draft project plan, timeline, and an estimated project budget.