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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.

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FY18 (July 1, 2017 – June 30, 2018)

Stage 1: Vision Setting

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.
Vision 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.
We pursue the highest standards in academic achievement and organizational performance.
We value creativity and ingenuity to remain at the forefront of technical education excellence.
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.

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FY19 (July 1, 2018 – June 30, 2019)

Stage 2: Goal Setting

During FY19, four (4) taskforces were established to develop strategic plans for each strategic direction. The taskforces members consisted of faculty, staff, and administrators. The plans developed 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, taskforces 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-chairs
  • Jessica Lauritsen, Vice President of Student Affairs, co-chairs
  • Alison Leintz, Academic Dean
  • Debra Newgard, Interim Dean of Enrollment Services
  • Sue Schmitz, Director of Student Life & Career Development
  • Jeff Thorstad, Automated Robotics Engineering Technology 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
  • Rachel 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, Interim Director of Technology & Innovation
  • Jason Kopp, Vice President of Technology, Institutional Effectiveness & Planning, Information Technology (IT), chair
  • Jeffrey G. Peterson, Business Faculty
  • Shannon R. Thomas, Interim Director of Institutional Research, Effectiveness & Planning
  • 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, Department of General Education
  • Matt Leaf, Academic Dean 
  • Joe Wightkin, Associate Vice President of Operations and Auxiliary Services
  • Rik Stirling, Audio Production Faculty (deceased)
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FY20 (July 1, 2019 – June 30, 2020)

Stage 3: Implementation

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 lead by the Office of Institutional Research (IR).