Access to Success Planning Process

In the 2017–2018 academic year, Hennepin Technical College (HTC) launched a 3-year initiative to develop a new college-wide strategic plan to replace its Vision 2020 strategic plan. The strategic planning process consists of three stages, and the participation of hundreds of internal and external stakeholders helped to develop the new strategic plan, Access to Success, effective July 1, 2020 through June 30, 2025.

 

 

STAGE 1: VISION SETTING

(JULY 1, 2017 – JUNE 30, 2018)

Stage one was completed in FY18. Through a series of meetings, information sessions with internal and external partners and college-wide workshop days, HTC’s mission, vision, and values statements were examined. It was determined by the College community that the mission statement would remain the same, but the vision and value statements were changed. Additionally, the College identified four (4) strategic directions that guided the development of the new strategic plan. The strategic directions are Student Success, Equity and Inclusion, Quality Education, and Resources.

Revision to Mission, Vision, and Values statements: 

 

Current

Revised

Mission

To provide excellence in career and  technical education for employment  and advancement in an ever-  changing global environment.

(No changes)

To provide excellence in career and  technical education for employment and  advancement in an ever-changing global  environment.

Vison

Embracing quality and innovation in  career and technical education,  workforce development, and lifelong  learning.

To be the leader of innovative career and  technical education that leads to success for all students.

Values

Trust, Integrity, Pride, Passion,  Respect. Collaboration, Innovation,  Continuous Improvement, and  Diversity that Foster Quality Service,  Employee Engagement, Student  Success.

Excellence

We pursue the highest standards in  academic achievement and  organizational performance.

 

Innovation

We value creativity and ingenuity to  remain at the forefront of technical  education excellence.

 

Inclusion

We value an atmosphere of respect, dignity, and acceptance.

Four (4) strategic directions that guided the new strategic plan:

Student Success: We will increase access and implement strategies that support persistence and lead to academic advancement.
Equity and Inclusion: We will intentionally remove barriers and develop strategies for the success of individuals from historically underrepresented populations.
Quality Education: We will provide academic excellence through innovative, engaging curricular and co-curricular learning opportunities that respond to workforce needs and support educational pathways.
Resources: We will implement strategies designed to strengthen and sustain finances, resource allocation, infrastructure, operations, and human capital.

STAGE 2: GOAL SETTING

(JULY 1, 2018 – JUNE 30, 2019)

During FY19, four (4) task forces were established to develop plans for each strategic direction. The task forces consisted of faculty, staff, and administrators. The plans outlined college goals and objectives and are aligned to the Higher Learning Commission (HLC) accreditation criteria and Minnesota State metrics. Through a series of meetings, lunch and learn sessions hosted by the College President, and online surveys, task forces solicited feedback from faculty, staff, students, and key stakeholders such as advisory and foundation board members to finalize each plan. 

Taskforce Members

Student Success Taskforce
Joan Bernard, Information Technology Faculty
Andrea Buettner, Math Faculty
Dr. Leanne Rogstad, Vice President of Academic Affairs, co-chair
Jessica Lauritsen, Vice President of Student Affairs, co-chair
Alison Leintz, Academic Dean
Debra Newgard, Interim Dean of Enrollment Services
Sue Schmitz, Director of Student Life & Career Development
Jeff Thorstad, Automated Robotics Faculty
Lisa Yaeger, Special Assistant to the President
Sang Yang, Director of OneStop

Equity & Inclusion Taskforce
Jonathan Aldana, Director of TRiO Student Support Services
Monica Erling, Sociology Faculty
Mark Johnson, Academic Dean
Joan Kieren, Business Faculty
Rachael Kolles, Finance Administrative Assistant
Alison Leintz, Academic Dean
Jean Maierhofer, Associate Vice President of Equity & Inclusion, chair
Sue Schmitz, Director of Student Life & Career Development
Susan Thaemert, Dental Assistant Faculty
Jeff Thorstad, Automated Robotics Engineering Technology Faculty
Corey Young, Assistant Director of Admissions & Outreach ​

Quality Education Taskforce
Jacqueline (Jackie) L. Bymark, Dental Assistant Faculty
Ravi K. Gupta, Director of Technology & Innovation
Jason Kopp, Vice President of Technology, chair
Jeffrey G. Peterson, Business Faculty
Shannon R. Thomas, Interim Director of Institutional Research
Dan Weishaar, Marine/Motor Sports Technology Faculty
Joe Wightkin, Associate Vice President of Operations and Auxiliary Services
​ 
Resources Taskforce
Nairobi Abrams, Vice President of Advancement, chair 
Amy Bloedel, Director of Finance
Ravi K. Gupta, Director of Technology & Innovation
Alexandra (Lexa) Kandola, Administrative Assistant, Academic Affairs
Matt Leaf, Academic Dean 
Joe Wightkin, Associate Vice President of Operations and Auxiliary Services
Rik Stirling, Audio Production Faculty*

 

*Deceased

 

STAGE 3: IMPLEMENTATION

(JULY 1, 2019 – JUNE 30, 2020)

 The final stage of the strategic planning process commenced during FY20 when the college community worked on completing the strategic plan. The college developed an Academic Plan and Strategic Enrollment Management (SEM) Plan; aligned the four (4) strategic directions with Minnesota State Equity 2030; named of the new Strategic Plan, Access to Success; closed out of the previous strategic plan, Vision 2020; and created measurable goals and outcomes ready for implementation beginning July 1, 2020, and continuing through June 30, 2025.

The College will monitor and report on Access to Success Strategic Plan through quarterly dashboards, and annual reports led by the Office of Institutional Research (IR).