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MASTER ACADEMIC AND
STUDENT AFFAIRS PLAN
2014-2018
Access, Quality Programming and Services, and
Success
Revision date: 9/23/2014
1
Hennepin Technical College
Master Academic and Student Affairs
Plan 2014-2018
Access, Quality Programming and Services, and Success
INTRODUCTION The Hennepin Technical College (HTC) Master Academic and Student Affairs’ Plan, prepared
with the participation of faculty and staff of the College, describe the instructional and student
service priorities of the College for the next five years. The plan provides a framework for
informed decision-making and resource allocation in instruction and student service areas of the
College.
This plan aligns with and supports the Strategic Directions and Goals of the College’s Strategic
Plan, as well as the Core Commitments of the Minnesota State Colleges and Universities
(MnSCU) system Strategic Framework along with the Recommendations of Charting the Future
for a Prosperous Minnesota document and the Academic Quality Improvement Program (AQIP)
of the Higher Learning Commission. As the College seeks the Baldrige award for excellence, this
alignment is included in the Master Academic and Student Affairs’ plan. This plan is intended
to serve several purposes:
• To establish priority initiatives that enhance and expand instruction, student learning,
and services
• To align work and resources across the College with the priority of student learning as
the College’s central purpose
• To provide a focus for planning and integration between the College’s divisions of
academic and student services
• To guide other units of the College to develop plans that support the achievement of the
Master Academic and Student Affairs’ plan
• To sustain ongoing assessment, accountability, and continuous improvement measures
that will guide all future decisions affecting student learning at every level throughout
the College
• To provide added information for developing the College’s budget, maintaining financial
sustainability, and efficiencies in academic and student affairs.
• To cultivate a climate that supports education for employment and advancement
The theme of the Master Academic and Student Affairs’ plan is Student Success, which is in
alignment with the College’s institutional performance metrics. Hennepin Technical College is
committed to helping students develop and successfully attain their academic goals.
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COLLEGE MISSION AND VISION
The Master Academic and Student Affairs’ Plan grows out of the Mission and Vision of the
College, which emphasizes the College’s commitment to excellence, quality and innovation
within the field of career and technical education. For that reason, the goals of the plan largely
focus on the development of the institution, the enhancement of current services, and
engagement with growth opportunities around the strategic direction of the institution, industry
needs, and interests of prospective students.
The Mission of Hennepin Technical College is to provide excellence in career and technical
education for employment and advancement in an ever-changing global environment.
The Vision of Hennepin Technical College is embracing quality and innovation in career and
technical education, workforce development and lifelong learning.
COLLEGE LEARNER OUTCOMES AND VALUES The College Learner Outcomes and Values define the results the Master Academic and Student
Affairs’ Plan seeks to strengthen which include competencies in communication, critical
thinking, information and technological literacy, and mathematical and scientific reasoning.
Additionally, they reflect essential skills necessary for success in employment and as such are
integrated into all programs and disciplines.
HTC Learner Outcome Areas • Oral and Written Communication
• Critical Thinking and Problem Solving
• Information and Technological Literacy
• Mathematical and Scientific Reasoning
HTC Learner Values • Professionalism
• Diversity, Inclusion and Global Awareness
• Safety and Environmental Responsibility
• Leadership and Self-Direction
• Creativity and Innovation
• Ethical and Social Responsibility
THE FOLLOWING TABLE PROVIDES A CROSSWALK OF THE MASTER ACADEMIC AND
STUDENT AFFAIRS PLAN’S GOALS WITH THE CORE COMMITMENTS OF THE MNSCU
STRATEGIC FRAMEWORK AND RECOMMENDATIONS OF CHARTING THE FUTURE FOR
A PROSPEROUS MINNESOTA, THE AQIP CATEGORIES, THE BALDRIGE CRITERIA,
AND THE STRATEGIC DIRECTIONS AND GOALS OF HTC’S STRATEGIC PLAN
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Alignment of the Master Academic and Student Affairs Plan with
MnSCU Core Commitments and Recommendations of Charting the Future for a
Prosperous Minnesota, AQIP, Baldrige and HTC Strategic Plan
MnSCU Core Commitments of the Strategic Framework; Recommendations of Charting the Future for a
Prosperous Minnesota
Categories
HTC Strategic Plan -
Strategic Directions and Goals
Master Academic and
Student Affairs Plan Goals
Core Commitment Recommendations AQIP Baldrige
Ensure access to an
extraordinary
education for all
Minnesotans
Dramatically increase the success
of all learners, especially those in
diverse populations traditionally
underserved by higher education
Work together under new models
to be the preferred provider of
comprehensive workplace
solutions through programs and
services that build employee
skills and solve real-world
problems for communities and
businesses across the state
Develop a collaborative and
coordinated academic planning
process that advances
affordability, transferability, and
access to our programs and
services across the state
Redesign our financial and
administrative models to reward
collaboration, drive efficiencies,
and strengthen our ability to
provide access to an extraordinary
education for all Minnesotans
Helping Students Learn
Meeting Student and Other
Key Stakeholder Needs
Quality Overview
Customer Focus
Workforce Focus
Results
Support access to an
extraordinary education
through comprehensive
academic and student
services that promote
student engagement and
success
Provide access to an
extraordinary education to
ensure success and
engagement of students
Quality Overview
Meeting Student and
Other Key Stakeholder
needs
Knowledge Management
and Resource
Stewardship
Strategic Planning
Measurement, Analysis &
Knowledge
Operations Focus
Results
Develop and measure
innovation and excellence in
programming, services,
technology, operations and
marketing
Incorporate strategic
enrollment management
planning into Academic
and Student Affairs’
operations and future
development
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MnSCU Core Commitments of the Strategic Framework; Recommendations of Charting the Future for a
Prosperous Minnesota
Categories
HTC Strategic Plan -
Strategic Directions and Goals
Master Academic and
Student Affairs Plan Goals
Core Commitment Recommendations AQIP Baldrige
Be the partner of
choice to meet
Minnesota’s
workforce and
community needs
Certify student competencies and
capabilities, expand pathways to
accelerate degree completion
through Credit for Prior learning,
and foster the award of
competency-based credit and
degrees
Work together under new models
to be the preferred provider of
comprehensive workplace
solutions through programs and
services that build employee
skills and solve real-world
problems for communities and
businesses across the state
Helping Students Learn
Meeting Student and Other
Key Stakeholder needs
Knowledge Management
and Resource
Stewardship
Quality Overview
Leadership
Strategic Planning
Customer Focus
Measurement, Analysis
and Knowledge
Workforce Focus
Results
Develop and measure
innovation and excellence in
programming, services,
technology, operations and
marketing
Develop and nurture
intentional, strategic and
vibrant partnerships
Assure continuous quality
improvement of academic
and student programs
Deliver to students,
employers,
communities and
taxpayers the highest
value,/ most affordable
option
Expand the innovative use of
technology to deliver high quality
online courses, strengthen
classroom instruction and student
services, and provide more
individualized learning and
advising
Meeting Student and Other
Key Stakeholder needs
Planning and Leading
Quality Overview
Valuing Employees
Leadership
Strategic Planning
Customer Focus
Measurement, Analysis &
Knowledge
Operation Focus
Results
Intentionally develop
critical infrastructure to
support continuous quality
improvement
Provide a working
environment that promotes
engagement, leadership
development, advancement
and retention of all
employees
Strengthen academic and
student affairs’ team and
infrastructure to promote
success of each College
stakeholder
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ENVIRONMENTAL SCAN
Trends in Higher Education
The College’s Master Academic and Student Affairs’ Plan relies on data reflecting trends in higher
education as a state system but most critical to this plan are the data the College collects. The Office of
Institutional Research at the College prepares key documents which provide specific metrics as a
foundation for this plan consisting of HTC at a Glance, HTC Fact Book, and Program Profiles. The
College utilizes a comprehensive Program Advancement Department and Discipline process which
ensures all aspects of program, discipline information, and data are documented, reviewed, and applied
to areas of improvement and program development. Data guide the decision-making process and
assessment of initiatives.
The College is facing an overall enrollment decline in terms of full year equivalencies (FYE); however
more students are attending on a part time basis. Student services are impacted by this net enrollment
intensity. Students of color at the College have increased 2% a year since fall 2009. In addition the
number of Pell-eligible students has doubled since fall 2008 during a time when Pell-eligible
requirements were becoming stricter. These trends and others speak to the challenges of retention and
completion. MnSCU’s document, Charting the Future for a Prosperous Minnesota (approved by the
Board of Trustees, November 2013) identifies challenges and opportunities to fulfill our commitments
to the stakeholders we serve.
Opportunities:
Seeking and securing new sources of revenue to address the State and Federal funding shifts
Responding to the increasing competition that affects enrollments in our degree programs,
customized training, and continuing education through new program development and
implementation in addition to strengthening current offerings
Responding to the increasing competition that affects enrollments in our degree programs,
customized training, and continuing education through new program development and
implementation in addition to strengthening current offerings
Strategically positioning the College to serve the fastest growing communities within the Twin
Cities metropolitan area
Supporting the learning needs of an increasingly diverse student demographic
Applying changes in technology to create new opportunities for how students learn, how faculty
can teach and support student learning, and how all academic and student services can work
together to increase student success
Collaborating with MnSCU colleges and universities to serve students attending multiple
campuses
Responding to the changing nature of work by preparing graduates for jobs and careers of the
future.
Committing to the growing need to demonstrate the capabilities of our graduates
The Master Academic and Student Affairs’ plan provides the foundation and structure to address
opportunities on behalf of the College’s stakeholders.
Demographic Trends in the College’s Communities
The Master Academic and Student Affairs’ Plan has benefited from an analysis of general demographic
trends in the communities where HTC has campuses. The Environmental Scan guides the College’s
programming to identify and to meet the workforce needs of the communities served by HTC. The top 5
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counties served by HTC include Hennepin, Scott, Carver, Anoka and Dakota. It is noteworthy that
Scott and Carver counties have shown a 49% and 33.3% increase respectively in population growth in
the past 12 years. The College is strategically positioned to serve these fastest growing communities.
Hennepin Technical College serves a growing, increasingly diverse region.
All counties in the HTC service area have seen growth in their population between 2000 and 2012, with
particularly strong growth in Scott, Wright, Carver, and Sherburne counties.
Table 1. Population Estimates
Area
Counties 20
00
20
01
20
02
20
03
20
04
20
05
20
06
20
07
20
08
20
09
20
10
20
11
20
12
20
00
-
20
12
ch
an
ge
20
00
-
20
12
percen
t
ch
an
ge
Anoka
298,0
84
302,2
71
308,1
71
313,1
97
316,8
30
326,3
93
328,6
14
331,2
46
332,7
51
335,3
08
330,8
44
334,0
53
336,7
48
38,6
64
13.0%
Carver
70,2
05
73,3
05
75,3
12
78,4
44
81,6
18
85,2
04
86,2
36
88,3
84
89,6
15
91,2
28
91,0
42
92,1
04
93,5
84
23,3
79
33.3%
Hennepin
1,1
16,2
00
1,1
23,4
20
1,1
30,8
80
1,1
39,8
37
1,1
44,0
37
1,1
50,9
12
1,1
52,5
08
1,1
57,2
83
1,1
69,1
51
1,1
68,9
83
1,1
52,4
25
1,1
63,0
60
1,1
80,1
38
63,9
38
5.7%
Scott
89,4
98
94,8
38
99,4
88
105,1
96
112,6
23
115,9
97
119,6
46
123,7
35
128,5
00
130,9
53
129,9
28
131,5
56
133,3
26
43,8
28
49.0%
Sherburne
64,4
17
68,1
77
71,5
37
74,7
63
79,0
30
82,2
46
85,0
25
86,3
08
87,8
94
88,1
22
88,4
99
88,9
54
89,4
57
25,0
40
38.9%
Wright
89,9
86
94,4
96
98,4
10
103,0
10
106,7
34
110,8
36
114,8
06
116,7
80
119,3
35
120,6
84
124,7
00
126,0
33
127,1
33
37,1
47
41.3%
Subtotal Service Area
1,7
28,3
90
1,7
56,5
07
1,7
83,7
98
1,8
14,4
47
1,8
40,8
72
1,8
71,5
88
1,8
86,8
35
1,9
03,7
36
1,9
27,2
46
1,9
35,2
78
1,9
17,4
38
1,9
35,7
60
1,9
60,3
86
231,9
96
13.4%
Minnesota
4,9
19,4
79
4,9
77,9
76
5,0
33,6
61
5,0
88,0
06
5,1
45,1
06
5,2
05,0
91
5,2
31,1
06
5,2
63,4
93
5,2
87,9
76
5,3
00,9
42
5,3
03,9
25
5,3
32,2
46
5,3
68,9
72
449,4
93
9.1%
Source: State Demographic Center
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Table 2. Industries with Highest Job Growth in the Twin Cities, 2010-2012
Industries (NAICS) Average
Employment 2010
Average Employment
2012
Change 2010–2012
Percent Growth
2010–2012
Average Annual
Wage 2012
Administrative and Support Services (561)
86,367 93,811 7,444 8.6% $32,656
Food Services and Drinking Places (722)
104,993 110,367 5,374 5.1% $16,484
Professional, Scientific, and Technical Services (541)
96,259 100,999 4,740 4.9% $84,708
Ambulatory Health Care Services (621)
66,606 70,970 4,364 6.6% $66,196
Management of Companies and Enterprises (551)
62,459 66,352 3,893 6.2% $116,532
Hospitals (622) 51,526 55,127 3,601 7.0% $60,632
Real Estate (531) 21,889 25,359 3,470 15.9% $58,656
Specialty Trade Contractors (238)
31,182 34,617 3,435 11.0% $58,708
Nursing and Residential Care Facilities (623)
44,569 46,539 1,970 4.4% $25,220
Fabricated Metal Product Manufacturing (332)
21,443 23,412 1,969 9.2% $59,020
Amusement, Gambling, and Recreation Industries (713)
16,773 18,505 1,732 10.3% $18,980
Social Assistance (624) 46,778 48,220 1,442 3.1% $22,412
Machinery Manufacturing (333)
15,623 17,047 1,424 9.1% $71,552
Merchant Wholesalers, Durable Goods (423)
39,811 41,095 1,284 3.2% $71,500
Educational Services (611) 32,286 33,491 1,205 3.7% $38,948
Data are private sector only.
Source: DEED, Labor Market Information Office, Quarterly Census of Employment & Wages (QCEW)
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Table 3. Employment Projections by Occupational Group in the Twin Cities, 2010 to 2020
Occupation (SOC) 2020
Projected Employment
Annual Percent
Employment Growth
Annual New Job Growth
Annual Number
Replacement Openings
Annual Total
Openings
Management (11) 120,025 0.7% 802 2,460 3,262
Business and Financial Operations (13)
136,735 1.4% 1,627 2,462 4,089
Computer and Mathematical (15)
76,601 1.3% 895 1,230 2,125
Architecture and Engineering (17)
37,522 0.8% 269 778 1,047
Life, Physical, and social Science (19)
17,522 1.5% 223 433 656
Community and Social Service (21)
38,731 1.8% 582 701 1,283
Legal (23) 16,371 0.7% 106 268 374
Education, Training, and Library (25)
98,819 1.0% 916 1,988 2,904
Arts, Design, Entertainment, Sports, and Media (27)
38,167 0.8% 295 949 1,244
Healthcare Practitioners and Technical (29)
106,751 2.5% 2,097 1,723 3,820
Healthcare Support (31) 60,914 3.0% 1,407 662 2,069
Protective Service (33) 30,423 0.5% 154 883 1,037
Food Preparation and Serving Related (35)
132,094 0.8% 986 4,395 5,381
Building & Grounds Cleaning and Maintenance (37)
60,649 1.0% 543 988 1,531
Personal Care and Service (39) 99,030 3.1% 2,369 1,545 3,914
Sales and Related (41) 193,231 1.0% 1,712 5,234 6,946
Office and Administrative Support (43)
280,474 0.7% 1,746 5,771 7,517
Construction and Extraction (47)
62,240 2.6% 1,275 1,094 2,369
Installation, Maintenance, and Repair (49)
53,029 1.2% 552 1,075 1,627
Production (51) 115,147 0.5% 549 2,141 2,690
Transportation and Material Moving (53)
103,785 1.2% 1,078 2,317 3,395
TOTAL, all operations 1,882,072 1.2% 20,206 39,205 59,411
Source: DEED, Labor Market Information Office, Employment Projections, 2010-2020
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Diversity of the counties has also increased as the population has changed reflecting national trends
and continues to grow in the communities on the western perimeter of the Twin Cities metropolitan
area. Again it is important to note the increasing diversity of both Scott and Carver counties.
County Hennepin Scott Carver Anoka Dakota
Census Year 2000 2010 2000 2010 2000 2010 2000 2010 2000 2010
White 80.5 74.4 93.6 88.3 95.9 94 93.6 88.3 91.4 87.4
Black 9.0 11.8 .9 2.8 .6 1.4 1.6 4.5 2.3 4.9
American
Indian/Alaska
Native
1.0 .9 .8 1.0 .2 .3 .7 .8 .4 .5
Asian 4.8 6.2 2.2 5.9 1.6 2.8 1.7 4.0 2.9 4.6
Hispanic 4.1 6.7 2.7 4.6 2.6 4.0 1.7 3.8 2.9 6.1
HTC serves a region characterized by declining unemployment.
Employment data from the seven-county metro-area informs HTC’s planning process. According to The
Minnesota Department of Employment and Economic Development (DEED), combined unemployment
in the seven-county metro area as of February 2014 is 5% and within the top 5 counties served is:
County Hennepin Scott Carver Anoka Dakota
Unemployment 2/2013 4.9% 5.6% 5.6% 5.9% 5.2%
Unemployment 8/2013 4.8% 4.4% 4.3% 4.8% 4.5%
Unemployment 2/2014 4.5% 5.0% 5.0% 5.4% 4.9%
While overall unemployment rates for the population remain low, there are some important trends:
1. Large number of long-term unemployed individuals – the number of Minnesotans unemployed
for 27 weeks or more averaged 54,600 in 2012, representing 1/3 of all unemployed workers.
2. Evidence of a racial disparity in unemployment – in 2012, the black unemployment rate in
Minnesota was two times higher than the white unemployment rate.
3. Difficulty faced by teens and young adults in finding employment – unemployment rate for
teens (age 16 to 19) was 18.6% in Minnesota in 2012, the highest among any age category.
HTC prepares students for Minnesota’s growing industries.
Minnesota DEED provides 10-year employment projections by industry sector within the seven-county
Twin Cities area. Many of the fastest growing industry sectors between 2010 and 2020 are served by
one or more HTC academic programs as identified in the table below. The Bureau of Labor and
Statistics state occupations that require postsecondary education for entry are expected on average to
grow faster than occupations that require high school diploma or less.
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Industry Sectors HTC Programs serving
Industry Sectors
Home Health Care Services (88%)
Nursing Assistant, Practical Nursing
Community Care Facilities for the Elderly (68%)
Medical office, Dental Assistant, Medical Assistant,
Pharmacology Technician, Nursing Station
Technician, Health Unit Coordinator, Culinary Arts
Educational Support Services (60%)
Child Development
Building Foundation / Exterior Contractors (50%)
Architectural Technology, HVAC, Woodworking
Technology, Carpentry, Welding and Metal
Fabrication, Landscaping
Health Practitioner Office Workers (50%)
Medical Office
Commercial Machinery Repair and Maintenance (24%)
Med/Heavy Truck Repair, Marine Motorsport,
Outdoor Power Equipment, Auto Body, Auto
Technician
Manufacturing (23%) * Auto Robotic s, Machine Tool Technology, Plastics
Engineering Technology, Quality Assurance
*Only a few subsectors of manufacturing are growing; it would be incorrect to say manufacturing is
projected to expand at a rate of 23%. It would be more accurate to state this is approximately 10%
across the entire sector.
Given these statistics, it is clear that HTC must focus its efforts on programming and training to
provide students with the skills needed for the 21st Century economy including the ability to continue
to learn new skills.
In response to Governor Dayton’s call to better align post-secondary education and workforce training
with the jobs of the future, Minnesota State Colleges and Universities (MnSCU), the Minnesota
Chamber of Commerce, and the Minnesota Department of Employment and Economic Development
(DEED) created a joint Workforce Assessment initiative to address the state’s growing skills gap.
Beginning in April, 2012, these three organizations hosted 44 different listening sessions across the
state with employers in seven different industry segments. Some of the top workplace skills employers
identified as being in current or future demand include:
Leadership and project management skills, with the ability to apply those skills in a team
context
Stronger critical-thinking and problem-solving skills to apply technical information to real life
situations
Strong multi-tasking and time-management abilities
Adaptability
Interpersonal communication and conflict resolution
Motivated, trainable, and willing to engage in lifelong learning
HTC’s Learner Outcomes and Learner Values are consistent with these identified workplace skills and
are integrated throughout programs and tied to individual courses. These skills are assessed through a
variety of approaches to reinforce application throughout student learning.
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Furthermore, HTC has a significant impact on the community it serves. As stated in the executive
summary from Wilder Research, February 2013, The Economic Impact of Hennepin Technical College:
“Hennepin Technical College generates an annual economic impact of $288 million from its operations in
the Twin Cities. Based on the Twin Cities metro economy of $190.7 billion, this means that for every
$1,000 produced in the Twin Cities metro area, $15 are directly or indirectly related to Hennepin
Technical College. The direct impact of the college in 2011 was $169 million, while the indirect impact in
other industries was $119 million.”
Similarly, during 2011 the College and its students generated an estimated 2,816 jobs in the Twin
Cities. These jobs included an estimated 1,984 direct jobs and 832 additional indirect jobs, created by
vendors, contractors, and businesses supplying input to the College and its students.
Additionally, by educating its students, Hennepin Technical College enhances the productivity of both
public and private organizations in Minnesota. Only considering the 663 Associate degrees awarded by
Hennepin Technical College in 2011, this is equivalent to $62.1 million of future value created in the
state.
In summary, the Master Academic and Student Affairs’ Plan has at its forefront, success of students in
the workforce while contributing to the economic vitality of the Twin Cities. Student success is
achieved through College commitment to data-informed decision-making and accountability in all
interactions with its stakeholders. The Master Academic and Student Affairs’ Plan is the College’s
guide for the future and therefore is a living document that is responsive to the dynamic changes in the
community we serve and the world of work.
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HENNEPIN TECHNICAL COLLEGE
Academic and Student Affairs’ Goals and Strategic Objectives
Goal Area Strategic Objectives
Goal 1:
Provide Access to an
extraordinary education to
ensure success and
engagement of students
Increase the number of under-represented students completing
programs
Significantly increase student engagement in the life of the College
Fully maximize the Gateway to College grant and program
Improve College Readiness through partnerships and collaborations
Expand opportunities for high school students to take HTC classes
Implement services for students to increase student success
Goal 2:
Incorporate strategic
enrollment management
planning into Academic and
Student Affairs’ operations
and future development
Develop an enrollment management plan and ensure marketing and
budget planning are in alignment with this plan
Research and develop 5 – 7 new academic programs, including New
MnTC-eligible general education offerings appropriate for new and
existing programs
Increase FYE for the College by offering customized credit programs in
response to industry needs
Optimize the use of both campuses and explore new locations for
classes
Expand course and degree offerings on evenings and weekends
Offer continuing education and customized training (CECT) based on
strategic research and development of workforce and industry needs
Goal 3:
Assure continuous and quality
improvement of academic and
student programs
Increase the number of awards granted
Establish process to award Credit for Prior Learning to promote
retention and degree completion
Increase the number of articulation agreements and 2+2 programs;
improve HTC performance on the successful transfer measure
Support data-informed decision-making and continuous quality
improvement
Maintain current program accreditations and increase the number of
programs accredited through recognized national bodies
Expand assessment of student outcomes including technical skill
assessments (TSA)
Engage with employers more effectively to meet workforce needs
Infuse cultural and global awareness in the curriculum and across the
College
Goal 4:
Strengthen Academic and
Student Affairs’ team and
infrastructure to promote
success of each College
stakeholder
Strengthen advising, tutoring, and orientation
Promote best practices through faculty and staff participation in
annual professional development planning and evaluation
Assess and improve student processes
Use technology to add value and provide flexible alternatives for
delivering education and services
Provide comprehensive assessment of learning spaces to direct the
College’s Facilities’ Plan
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13
GOAL 1: PROVIDE ACCESS TO AN EXTRAORDINARY EDUCATION TO
ENSURE SUCCESS AND ENGAGEMENT OF STUDENTS
Co-Chairs: Dara Hagen and Joy Bodin
Strategic Objectives Desired Results Expected Date of
Completion
1.1 Increase the number of
under-represented students
completing programs
Increase the completion rate of fall entering full-
time under-represented students by 2% from 46.1%
(FY09) to 48% (FY15) according to strategic
framework measure
FY 15
Develop and implement a statistically valid model
of the key predictors of student attrition at HTC
FY 15 and ongoing
Utilize the findings of the attrition model to develop
and implement interventions to support the
students most at risk of attrition
FY 15 and ongoing
1.2 Significantly increase
student engagement in the
life of the College
Develop a comprehensive three-year Student Life
plan to address student needs, reduce barriers to
success and increase leadership development
opportunities
FY 15
Increase student participation in Student Success
Day by 10% annually through FY16
FY 16
1.3 Fully maximize the
Gateway to College grant
and program
Serve 100 students per year through Gateway by
FY16
FY 16
Attain a 30% annual success rate of students
completing high school requirements, college
credits, and award by FY16
FY 16
1.4 Improve College
Readiness through
partnerships and
collaborations
Admit 20 former high school TRIO participants into
concurrent, PSEO or undergraduate enrollment per
year by FY16
FY 16
Develop and promote at least 3 signature initiatives
by the P16 Committee by FY16 to render HTC a
model of alignment between secondary and post-
secondary
FY 16
1.5 Expand opportunities
for high school students to
take HTC classes
Provide 5 concurrent courses by FY16
FY 16
Serve 200 PSEO students (headcount) taking HTC
courses annually by FY16
FY 16
1.6 Implement services for
students to increase student
success
Provide training and skills required to support
practices across the institution shown to increase
student success and engagement
Ongoing
Assess student use of services which support
institutional efforts to improve efficiency
Ongoing
Analyze services for students to identify those
which increase student success
Ongoing
Revision date: 9/23/2014
14
GOAL 2: INCORPORATE STRATEGIC ENROLLMENT MANAGEMENT
PLANNING INTO ACADEMIC AND STUDENT AFFAIRS OPERATIONS
AND FUTURE DEVELOPMENT
Co-Chairs: Mike Colestock, Cherie Rollings and Nathan Stratton
Strategic Objectives Desired Results Expected date of
Completion
2.1 Develop an enrollment
management plan and
ensure marketing and
budget planning are in
alignment with this plan
Develop outreach plans for top 5 high schools by
FY15; expand to top 10 by FY16
FY 15
Develop and implement a 3 year Strategic
Enrollment Management plan by end of FY14 for
each campus to inform marketing efforts and
budget planning
FY 15
2.2 Research and develop 5-
7 new academic programs,
including new MnTC-
eligible general education
offerings appropriate for
new and existing programs
Update the “2004 Research and Planning for New
Program Development” document during FY15, or
identify an alternate replacement(s)
FY 15
5 – 7 new academic programs offered by FY16
based on the results of research into industry needs
in the College’s service area
FY 16
2.3 Increase FYE for the
College by offering
customized credit programs
in response to industry
needs
Document the statistical data of FYE gained as a
result of customized credit offerings
FY 16
Analyze sectors served through customized credit
as an indicator of HTC’s strategic responsiveness to
workforce needs
Ongoing
2.4 Optimize the use of both
campuses and explore new
locations for classes
Evaluate different strategies to identify technology
and physical solutions to increase the number of
classrooms that can accommodate larger classes
and increase course saturation and availability
FY 15 and ongoing
Evaluate the effectiveness of the revised scheduling
process implemented in FY14 and evaluate next
steps
FY 15
Review services at both campuses and identify
available technology to diversify the range of
services provided while reducing duplication
Ongoing
Identify strategic opportunities to offer classes in
additional West Metro locations and partnerships
with other institutions
Ongoing
Revision date: 9/23/2014
15
Strategic Objectives Desired Results Expected date of
Completion
2.5 Expand course and
degree offerings on
evenings and weekends
Increase the number of FYE in evening and
weekend courses by 10% by FY16, increased from
1488, the 4-year average FY10 – FY13
FY 16
Offer at least one additional degree program that
can be completed on an evening or weekend
schedule
FY16
2.6 Offer Continuing
Education and Customized
Training based on strategic
research of workforce and
industry needs
Document duplicated and unduplicated headcount
of continuing education and customized training
(CECT) offerings to ascertain enrollment patterns,
returning customers and responsiveness to
workforce needs
Ongoing
Revision date: 9/23/2014
16
GOAL 3: ASSURE CONTINUOUS QUALITY IMPROVEMENT OF
ACADEMIC AND STUDENT PROGRAMS
Co-Chairs: Mike McGee and Marguerite Dummer
Strategic Objectives Desired Results Expected Date of
Completion
3.1 Increase the number of
awards granted
Confer 1733 awards in FY16 reflecting an increase
of 2% from FY12 (1699)
FY 16
Complete a review of current application for award
process and present recommendations to PAC
FY 15
3.2 Establish process to
award Credit for Prior
Learning to promote
retention and degree
completion
Establish clear process to award Credit for Prior
Learning
FY 15
3.3 Increase the number of
articulation agreements
and 2+2 programs; improve
HTC performance on the
successful transfer measure
Offer 15 2+2 programs by FY16 reflecting an
increase from 9 in FY12
FY 16
Achieve a 36.1% successful transfer score (per
Strategic Framework metric) in FY16, reflecting an
increase from 30.1% in FY12
FY 16
3.4 Support data-informed
decision-making and
continuous quality
improvement
Document and report proficiency of student
learning and program viability as evidenced in
Program Advancement report
Ongoing
All programs participate in the program
advancement process and create student success
goals and work plan, which is updated annually
Ongoing
Utilize institutional research input and analysis to
inform decision-making and program development
Ongoing
3.5 Maintain current
program accreditations and
increase the number of
programs accredited
through recognized
national bodies
Current program accreditations are maintained and
at least 30% of total programs (by CIP) are certified
or accredited by FY16, increased from 26% in FY12
Ongoing
3.6 Expand assessment of
student outcomes including
technical skill assessments
(TSA)
Student assessment will be completed in a capstone
experience or final TSA by FY16 as required by
Perkins funding
FY 16
Expand student participation in college-wide
learner outcomes assessment
Annually
Revision date: 9/23/2014
17
Strategic Objectives Desired Results Expected Date of
Completion
3.7 Engage with employers
more effectively to meet
workforce needs
Increase the number of internships and
apprenticeships available to 175 by FY16
FY 16
Increase the value of annual donations received to
maximize the amount of funding through the
leveraged equipment program
FY 14 and as
offered
Align program/department advisory committee
activities to the standards identified in the MnSCU
Advisory Committee handbook
Ongoing
3.8 Infuse cultural and
global awareness in the
curriculum and across the
College
Incorporate classroom strategies or learning
objectives that promote global awareness and
cultural diversity in 100% of programs
FY 16
Faculty professional development activities related
to cultural diversity and global awareness will be
available regularly through the year
Annually
Revision date: 9/23/2014
18
GOAL 4: STRENGTHEN ACADEMIC AND STUDENT AFFAIRS’
INFRASTRUCTURE TO PROMOTE THE SUCCESS OF EACH COLLEGE
STAKEHOLDER
Co-Chairs: Therese Salber and Nathan Stratton
Strategic Objectives Desired Results
Expected Date of
Completion
4.1 Strengthen advising,
tutoring, and orientation
Develop additional resources to support advising
including Advising handbook and EarlyAlert user
resources
FY 15
Peer Mentors will serve an anticipated 250
students through a pilot program in FY14; evaluate
results of the pilot for program continuation
FY 15
All Professional Tutors in the Centers for Student
Achievement shall achieve and maintain Master
Certified Tutor status through the International
Tutor Training Program Certification by the
College Reading & Learning Association to
maintain internationally accepted standards of
skills and training for college tutors
FY 15
Program-specific orientations be made available for
60% of programs by FY14; 75% by FY16; content of
program orientation is aligned with new student
orientation
FY 14, 15, 16
At least 75% of active faculty will participate in the
EarlyAlert process by submitting student concerns
through the Retain CRM
FY 15
Evaluate and pilot additional services for families
and guests at new student orientations beginning
FY15
FY 15
4.2 Promote best practices
through faculty
participation in annual
professional development
planning and evaluation
All unlimited faculty develop Individual
Professional Development Plans (IPDP) and all
permanent staff complete a professional
development plan annually
Annually
All unlimited faculty, permanent staff and
administrators are evaluated annually
Annually
4.3 Assess and improve
student processes
Expand the assessment of student service
utilization and satisfaction with emphasis on the
implementation of the Council for Advancement of
Standards (CAS) for higher ed standards as
benchmarks of professional practice
FY 15
Review and revise enrollment processes as needed
on the basis of student feedback and documented
performance data
Annually
Revision date: 9/23/2014
19
Strategic Objectives Desired Results
Expected Date of
Completion
4.4 Use technology to add
value and provide flexible
alternatives for delivering
education and services
Research and evaluate mobile-optimized
experiences for students accessing student service
resources
FY 15
Propose standardized classroom technology package
and develop an implementation timeline
Evaluate expanded e-learning opportunities to
support enrollment and student success results
Annually
Increase CRM software use to promote student
engagement by adding communication channels for
academic and student affairs’ content and
improving data-informed communication
FY 15
4.5 Provide comprehensive
assessment of learning
spaces to direct the
College’s Facilities Plan
Develop the process that supports linkage of
academic and non-academic facility needs and
improvement from results gained through Program
Advancement and the Quality Services Survey
FY 15
Develop data sheet to track facility priorities for
classrooms, lab spaces, and student services area
FY 15
Revision date: 9/23/2014
20
IMPLEMENTATION PLAN (SAMPLE)
Strategic Objective 1.1: Increase the number of under-represented
students completing programs
Strategies to achieve this result
Measure / Assessment
Add a watched attribute in Hobson’s Retain to
identify under-represented students and
generate an alert when GPA falls below 2.0 and
design a response plan appropriate for
underrepresented students.
Analysis of longitudinal comparison of attrition
by semester.
Assessment of response plan effectiveness from
responders and students.
Create communication plan to provide
information to underrepresented students who
are doing well about accelerating progress to
degree.
Compare historical levels of enrollment for
underrepresented students to evaluate impact of
acceleration messaging.
Provide training to faculty at a workshop day
about reducing attrition of under-represented
students.
Participant assessment of training
Actions to be taken
Description Date Due
Watched attribute designed, tested and implemented in the
Retain CRM system
9/1/2013
Train counselors, advisors and faculty on the watched
attribute and response plan.
9/30/2013
Etc…
Team and Owner
Team Members Owner
Actual Results
Describe actual results according to the metrics detailed above
Desired Result Metrics
Increase the completion rate of fall
entering, full time under-represented
students by 2%, from 46.1% (FY09) to 48%
(FY15) according to the strategic
framework measure.
Strategic Framework measure: percentage of full
time, underrepresented students enrolling in
FY06 (measured in FY09) vs. same population
entering FY12 (measured in FY15).
Revision date: 9/23/2014
21
IMPLEMENTATION PLAN
Strategic Objective __.__:
Strategies to achieve this result
Measure / Assessment
Actions to be taken
Description Date Due
Team and Owner
Actual Results
Desired Result Metrics