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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 Dr. Patti Frohrib at frohrib@fvtc.edu

 

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 2017-2018

Accreditation Objective:  Assemble a cross-functional team to participate in the Fall 2017 AQIP Strategy Forum and prepare for the successful submission of our next Systems Portfolio in Fall 2018. 

Student Recruitment Objective:  Develop and implement a plan to increase the application completion rate for new student applicants by 15%, meet or exceed the target FTE of 6,034 and maintain a conversion rate of applicants to enrollees of at least 57%.

Student Retention Objective:  Implement strategies to improve the term-to-term persistence of part-time students, which result in meeting or exceeding the College’s Vision 2020 targets for overall retention.  

Financial Objective:  Build upon the College’s solid financial health by meeting or exceeding the planned budget parameters for FY 2018 in all major funds and remain in the top quartile of total funding among the WTCS colleges for Outcomes-Based Funding.  

Student Transitions Objective:  Implement strategies in adult basic education and dual credit student transition, which result in at least a 10% increase in the College’s performance related to the direct program enrollment of these populations.

Regional Service Objective:  Implement a pilot to identify, market, and launch select full degree programs at the Clintonville Regional Center and develop a plan to expand the pilot to all regional centers for Fall 2018.

Wautoma Regional Center Objective:  Complete the service delivery plan for the Wautoma Regional Center to culminate in a successful launch in Fall 2018. 

Facilities Objective:  Meet construction timelines, building completion targets and the overall budget for the Wautoma Regional Center and Science remodeling projects.

Operations Objective:  Implement the Events2HVAC software linking the Building Automation System and Room Scheduling software as part of an overall plan to achieve at least $100,000 in utility savings. 

Human Resources Objective:  Design and implement strategies to more deeply understand and respond to staff perception of work climate.  Use a college wide cross-functional approach to identify target focus areas, plans for improvement and indicators of progress.

Health and Wellness Objective:  Expand on-site health clinic services to provide easy access and convenient care to employees and their spouses covered by the College Health Benefits plan. Develop a long-term plan to optimize services in future years, including metrics and outcomes. 

Customer Service Objective:  Implement the final phases of the customer service project to include streamlined search features, integrated account maintenance, and registration and payment processes for Business and Industry offerings as well as NCJTC and ICAC programs.