Mission
Provide innovative career and technical education to help our students and communities live and learn well.
Strategic Direction 1: Fostering an engaged campus culture
Metrics:
- Increase overall mean score on the PACE survey from 3.548 to 3.8, to meet or exceed high-career comparisons.
- Increase the number of employees participating in college committees and events (establish baseline participation number for 2025-2026).
Metrics:
- Increase overall student satisfaction rate on the Noel-Levitz Student Satisfaction Inventory from 68% (“satisfied” and “very satisfied”) to 72%.
- Increase the number of students participating in college activities and events (establish baseline participation numbers for 2025-2026).
Metrics:
- Increase mean score on the PACE survey for the Institutional Structure domain from 3.030 to 3.5, and for the Supervisory Relationships domain from 3.607 to 3.885, to meet or exceed high-career comparisons.
- Reduce employee turnover rate from 12.30% to 11% (Minn State Trends and Highlights report).
Strategic Direction 2: Identifying and prioritizing mission-advancing resources
Metrics:
- Increase student FYE enrollment by 18% (from 1413 in FY25 to 1668 by FY30). Note: This equates to an increase in headcount from 2856 students to 3371 students (an additional 103 students per year).
- Maintain a Composite Financial Index (CFI) of at least 3.7 (Minn State Institution Performance Measures).
- Apply for at least three grant opportunities per year (excluding MJSP).
Metrics:
- Increase the college’s space utilization rate from 31.7% to 40% (Minn State Institution Performance Measures).
- Complete one facility improvement per year.
- Increase the ratio of Dollars Raised to Dollars Invested to $4.38 to $7.00 (Minn State Institution Performance Measures, Private Giving).
- Increase total Dollars Raised from $957,000 to $1.8 million annually (Minn State Institutional Performance Measures, Private Giving).
Metrics:
- Maintain an Instructional Cost per FYE ratio of less than 1.0 (Minn State Institution Performance Measures).
- Increase course fill rates from 60% to 70% of the published class maximum.
Strategic Direction 3: Operationalizing a measurable and cohesive vision for student success
Metrics:
- Increase Second-Fall Student Persistence and Completion Rate (Retention) for all students from 66.4% to 74% (Minn State Student Success Report).
- Increase Completion Rate for all students from 67.9% to 69.5% (Minn State Student Success Report).
Metrics:
- Eliminate gaps in Second-Fall Student Persistence and Completion Rates (Retention) for students of color (Minn State Student Success Report), Pell-eligible students, and First-Generation students.
- Eliminate gaps in Completion Rates for students of color (Minn State Student Success Report), Pell-eligible students, and First-Generation students.
Metrics:
- Increase Related Employment Rate for Graduates from 77.3% to 92% (Minn State Student Success Report).
- Increase the favorability rating on the PACE survey of employee responses to questions Q1(“The actions of this institution reflect its mission”) from 63% (“agree and strongly agree”) to 72%, and Q8 (“I feel my job is relevant to this institution’s mission”) from 85% (“agree and strongly agree”) to 90%.
- Maintain/increase the satisfaction score of students indicating on the Noel-Levitz Student Satisfaction Inventory that nearly all of the faculty are
knowledgeable in their fields (Q58 at a satisfaction rate of 6.29/7, currently exceeding Midwest peer institutions).
Metrics:
- Increase student satisfaction on the Noel-Levitz Student Satisfaction Inventory indicating that academic support services adequately meet the needs of students (Q55, to narrow the importance/satisfaction gap of .56 to .39 to meet or exceed our Midwest peer institutions).
- Increase student utilization of support services/resources (establish baseline resource utilization numbers for 2025-2026).
Strategic Direction 4: Enhancing workforce education and maximizing partnerships
Metric:
- Launch at least five new academic programs.
Metrics:
- Ensure that every program has an active Program Advisory Committee that meets at least twice per year.
- Complete the program review process for every program on a three-year cycle, including identification of the resources necessary for program improvement.
Metrics:
- Update and/or establish at least one articulation agreement per year with local and regional universities.
- Develop and/or expand at least three new partnerships per year with employers, K-12 school districts, and/or government agencies.
- Increase Professional Workforce Training (PWT) revenue from $2.3 million to $2.6 million annually.
Metric:
- Deliver 30 FYE of Customized Training to industry partners that aligns with the college’s academic portfolio.
Previous Strategic Plan
We value the success and well-being of our students.
We value access and affordability for our students.
A. Increase the number of students transferring or completing a certificate, diploma, or degree in a timely manner.
B. Equitably increase retention and academic progress.
C. Develop proactive approaches to meet students’ changing academic, physical, emotional, and financial needs.
D. Empower students to gain ownership of their academic and personal success.
We value excellence in teaching and learning. We value continuous improvement in curriculum and instruction. We value exploring new pedagogical methods that enhance learner outcomes.
A. Offer rigorous programs of study to meet current and future transfer and workforce expectations.
B. Actively assess that learner outcomes are being met to improve curriculum and instruction.
C. Incorporate inclusive classroom strategies that engage all students.
D. Establish and maintain learning environments and delivery methods that support diverse, state-of-the-art, student-centric learning experiences.
E. Maintain high academic standards and support students to produce quality work.
We value a culture of caring and mutual respect for all students and all employees. We value equity and inclusion campus-wide for all constituents. We value collaborative leadership and decision making. We value intellectual curiosity and knowledge growth.
A. Support a welcoming and safe environment for our students and employees.
B. Recruit, hire, and retain diverse faculty and staff that reflect our community and students.
C. Invest in development opportunities for faculty and staff.
D. Promote the value of free speech and diverse voices and viewpoints.
We value strong community partnerships that benefit the success and well-being of our students. We value the stewardship of physical, financial, and human resources. We value long-term financial sustainability that incorporates strategic investments.
A. Build a reputation for excellence within the region and state; and be nationally recognized as leaders in community and technical college education.
B. Develop systems and curricula that respond expediently to new job skills, training, and career opportunities with community and industry partners.
C. Enhance relationships with K-12 schools, workforce organizations, and higher education transfer partners to provide educational and career pathways for students.
D. Promote practices that enhance environmental stewardship, reduce our carbon footprint, and make us a good neighbor in our community.