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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 2018-2019

Access to Technical Education

  • Develop a degree program structure to facilitate a greater life-fit for prospective part-time adult students to include time of day, delivery format, credit load per semester, etc. with website information available for identified programs by February 2019.
  • Implement all system and process adjustments necessary to support multiple measures of college readiness assessment to be fully operational by January 2019, plus a plan for continued research after the first year of implementation.

Student Success

  • Establish and execute a plan for clear, predictable TD and AAS program completion pathways in at least 50% of all programs by June 2019 (with a goal of 100% by June 2020).

Workforce & Community Development

  • Expand the implementation plan for identifying, marketing, and launching select full degree programs at the Chilton, Waupaca and Wautoma Regional Centers.
  • Collaborate with Junior Achievement of Wisconsin to implement facility modifications, programming, and all operational aspects of the Career Exploration & Financial Literacy Education Center to be ready for use by August 2019.

Collaborative Culture

  • Incorporate a greater focus on professional growth in revised performance evaluation formats for management, faculty and support staff, as part of an overall plan to continue implementation of strategies to strengthen staff perception of work climate.

Operational Effectiveness

  • Implement the new unified communications/phone replacement system including enhanced functionality for call centers and collaboration tools per the planned timetable and within the established budget parameters.