Access to Success Hennepin Technical College Strategic Plan July 1, 2020 - June 30, 2025

H ENNEP IN T E C H N I C A L C OL L E GE STRAT EG IC P L A N JULY 1 , 2020 – J U N E 3 0 , 2 0 2 5

TABLE OF CONTENTS

M ISSION

1 Message from the President

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

2 Message from the Chancellor 3 Message from the Foundation President 4 Hennepin Technical College Overview 5 Access to Success Planning Process

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

8 Strategic Direction 1: Student Success 10 Strategic Direction 2: Equity and Inclusion

VALUES

12 Strategic Direction 3: Quality Education

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

14 Strategic Direction 4: Resources 16 College Leadership

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.

Cover, Left to Right: Sam Agboare, Abril Vanegas, Serhii Nechytailo Students, Hennepin Technical College

M E S S A G E F R O M T H E P R E S ID ENT Hennepin Technical College (HTC) has achieved many outstanding accomplishments since its founding in 1972. However, I believe the college’s greatest achievements are yet to be realized.

For this reason, I am pleased to share with you the launch of Hennepin Technical College’s new strategic plan titled Access to Success. Our new plan will guide HTC from July 1, 2020 through June 30, 2025.

This plan is the culmination of a process that began in the fall of 2017. We invited representatives from all constituent groups of the college to participate in the planning process. After a series of bold conversations, thought-provoking work sessions, and assessment of previous and current initiatives and goals, the three-year development of the strategic planning process concluded in the spring of 2020.

As the largest public technical college in Minnesota, HTC must have the agility to be responsive to industry and the market. Our efforts are founded in our mission to provide excellence in career and technical education for employment and advancement in an ever-changing global environment. We are embarking on a journey that positions HTC as a model of career and technical education. Access to Success articulates attainable aspirations for a more sustainable future and outlines overarching goals that will position HTC for success.

I extend my sincere appreciation to everyone who engaged in our strategic planning process, especially our students, k-12 partners, community leaders and business partners that provided invaluable feedback, helping to ensure the development of realistic goals that are aligned to the needs of our regional economy. Special thanks to our taskforces consisting of faculty, staff, and administrators who provided critical leadership during the strategic planning process, ensuring our plan supports our mission and aligns to Minnesota State Equity 2030 dimensions and encouraging a collaborative and inclusive process.

As we begin the work that was outlined in our Access to Success strategic plan, we know that our process will not move in a linear trajectory. We will learn from our experiences and adjust as we monitor results. Our strategic planning decisions affect our students, employees, and partners, so we are committed to open communications as our work evolves. I look forward to our transformational outcomes that will make our goals in Access to Success a reality.

Sincerely,

Merrill Irving, Jr., Ed.D. President Hennepin Technical College HEN N EPI N T ECHN I CA L COLLEGE

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M ESSAGE FROM THE CHA N C EL L OR Hennepin Technical College’s new strategic plan, Access to Success, will position the college to provide students with a quality education to enter in-demand careers while being responsive to a rapidly changing economy.

Access to Success puts the college on an ambitious path to increasing access to higher education, strengthening partnerships needed to expand current programming, and implementing innovative strategies to support students to persist and complete their educational goals.

Among its strategic directions, Access to Success outlines how the Hennepin Technical College (HTC) campus community will deliver transformational educational opportunities, strengthen the college’s infrastructure, and support services to students from historically marginalized segments of the population. The HTC objectives concerning diversity and inclusion are innovative and embrace Minnesota State’s goal to eliminate educational equity gaps in ten years, which is a plan known as Equity 2030. Because the workforce is increasingly diverse, we recognize that our state’s economic strength depends on our collective ability to provide education, training, and career opportunities to individuals from underrepresented communities.

On behalf of the Minnesota State system, I support the strategic vision of Access to Success. I challenge you to imagine how you will support HTC and its commitment to excellence in career and technical education.

Sincerely,

Devinder Malhotra, Ph.D. Minnesota State Chancellor

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M E S S A GE F R OM T H E F OU NDATION PRESIDENT On behalf of the Hennepin Technical College Foundation (Foundation), I’m pleased to support Access to Success, the strategic plan for Hennepin Technical College (HTC).

During the planning process, members of the HTC Foundation played an active role in providing input. We were excited to contribute to a collaborative effort that resulted in the creation of a dynamic strategic plan that will respond to the educational needs of our community with an equity and inclusion focus. The strategic planning process was a rewarding experience that transformed the Foundation because our organization revamped its vision, mission and values to ensure our work aligns with Access to Success.

The Foundation is proud of its leadership in providing strategic fundraising for HTC. In partnership with the college, we are grateful for the opportunity to support career and technical education that allows students to change the trajectory of their lives, which ultimately has a positive impact on the economic vitality of our communities.

We look forward to working with all constituents on Access to Success.

Sincerely,

Myron Moser President Hennepin Technical College Foundation

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FOUNDED IN 1972,

Hennepin Technical College (HTC) is the largest stand-alone technical college in Minnesota State and serves more than 18,000 credit and non-credit seeking students annually. With campuses in Brooklyn Park and Eden Prairie, HTC has the largest customized training program in the region.

The college offers career and technical education with hands-on learning in more than 45 fields of study. HTC offers 47 Associate of Applied Science (AAS) degrees, three Associate of Science (AS) degrees, 62 diploma programs, and 68 certificate programs.

Achieving a 99 percent job placement rate, HTC prepares students for in-demand and high-paying employment opportunities. Small class sizes allow for substantive interaction with faculty who typically have ten or more years of experience in their field. The college has more than 500 industry partners that serve on advisory boards, provide internships/ apprenticeships, or deliver expert opinions in the classroom. 2020 Best Colleges by GradReports ranked five HTC programs (Information Technology, HVAC-R, Accounting, Automotive Technology, and Culinary Arts) as among the best in the nation based on the salaries of graduates.

With 62.5 percent of students from underrepresented populations and 46 percent are students of color, HTC is one of the most diverse colleges in Minnesota State. Since 2017, HTC consistently ranks as a top producer of minority students earning degrees in engineering technologies in the U.S. In December 2019, HTC ranked 22nd nationally for granting associate’s degrees for minorities in Engineering Technology by Diversity Magazine.

HTC is accredited by the Higher Learning Commission and a member of Minnesota State, which includes 30 colleges and seven state universities.

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STAGE 1: VISION SETTIN G FISCAL YEAR 2018 (JULY 1, 2017 – JUNE 30, 2018)

In the 2017–2018 academic year, Hennepin

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.

Technical College (HTC) launched a 3-year

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

PLANN ING PROCE SS

initiative to develop a new college-wide strategic plan to replace its Vision 2020 strategic plan. The strategic planning

1

Student Success: We will increase access and implement strategies that support persistence and lead to academic advancement.

process consists of three stages, and the participation of hundreds of internal and external stakeholders helped to develop

2

the new strategic plan, Access to Success, effective July 1, 2020 through June 30, 2025.

3

4

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.

HEN N EPI N T ECHN I CA L COLLEGE

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ACCESS TO SUCC E SS PLA N N I N G PR O C E SS ( C O N T I N U E D )

STA GE 2: GOA L SET T IN G REVISION TO MISSION, VISION, AND VALUES STATEMENTS

FORMER

REVISED

MISSION

To provide excellence in career and technical education for employment and advancement in an ever-changing global environment. (No revisions)

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.

FISCAL YEAR 2019 (JULY 1, 2018 – JUNE 30, 2019)

During FY19, four (4) taskforces were established to develop plans for each strategic direction. The taskforces 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, taskforces solicited feedback from faculty, staff, students, and key stakeholders such as advisory and foundation board members to finalize each plan.

STA GE 3: IM PL EM EN TAT ION FISCAL YEAR 2020 (JULY 1, 2019 – JUNE 30, 2020)

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

VALUES

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.

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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 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).

TA S K F O R CE ME MB E R S

Access to Success Strategic Planning taskforce members would like to thank the college community for their feedback and input during the planning process.

A special thanks to Donna Statzell* for her work with launching the strategic planning process and dedication to Hennepin Technical College.

STUDENT SUCCESS TASKFORCE

EQUITY & INCLUSION TASKFORCE

QUALITY EDUCATION TASKFORCE

RESOURCES TASKFORCE

Joan Bernard Information Technology Faculty

Jonathan Aldana Director of TRiO Student Support Services

Jacqueline (Jackie) L. Bymark Dental Assistant Faculty

Nairobi Abrams Vice President of Advancement, chair

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 Engineering Technology Faculty Lisa Yaeger Special Assistant to the President Sang Yang Director of OneStop

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

Ravi K. Gupta Interim Director of Technology & Innovation Jason Kopp Vice President of Technology, Institutional Effectiveness & Planning, 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

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

Jeff Thorstad Automated Robotics Engineering Technology Faculty Corey Young Assistant Director of Admissions & Outreach

*Deceased

HEN N EPI N T ECHN I CA L COLLEGE

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We will increase access and implement strategies that support persistence and lead to academic advancement.

GOAL 1 Redesign and implement the Strategic Enrollment Management (SEM) plan OBJECTIVES

STRATEGIC DIRECTION

1

STUDENT SUCCESS

1.1

1.2

1.3

1.4

To increase student enrollment To advance academic programming through strategic course scheduling and course/program expansion or development To strategically develop quality high school and university partnership programs To clearly articulate the academic requirements and course sequence for each award

GOAL 2 Develop a targeted plan for students to persist OBJECTIVES

2.1

2.2

2.3

2.4

2.5

Design, deliver and communicate the results of high-quality co-curricular and work-based learning activities that support the mission of the college To implement an advising model that leads to persistence To utilize technology to advance student completion Increase accelerated and online educational opportunities Increase the number of Certificates, Diplomas and Degrees awarded

GOAL 3 Increase targeted student support services OBJECTIVES

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3.1 3.2 3.3

To decrease the number of stop out/drop out students through early interventions To increase targeted summer programming that leads to student success To create a comprehensive first year experience program

‘‘

HTC faculty encouraged me to improve my skills by reinforcing my classroom learning with experience in the workplace. To help me accomplish this, HTC’s tutoring and advising were readily available to me. The dedicated faculty and staff guided me through the process to earn a scholarship and internship in my field of study.

‘‘

Pao Her Student, Manufacturing Engineering Technology

Pao Her Student, Manufacturing Engineering Technology Intern/Employee, Climatech

HEN N EPI N T ECHN I CA L COLLEGE

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We will intentionally remove barriers and develop strategies for the success of individuals from historically underrepresented populations.

GOAL 1 Provide an accessible, inclusive, and safe campus environment OBJECTIVES

STRATEGIC DIRECTION

2

E Q U I T Y AND INCLUSION

1.1

1.2

1.3

To gather feedback yearly from students and employees about campus spaces to assess their needs for accessibility, inclusivity, and personal safety To examine and improve campus spaces to increase a sense of belonging and personal safety for students and employees To review and grow culturally-based affinity groups and programs for underrepresented students to support their sense of belonging and safety

GOAL 2 Integrate HTC Learner Value Cultural & Global Awareness into academic courses and co-curricular activities OBJECTIVES

2.1

2.2

To inventory and continue development of a collection of academic courses, co-curricular activities, and delivery methods culturally relevant to students To offer trainings and dialogues yearly for faculty and staff to increase their intercultural competence

GOAL 3 Increase retention of protected class group employees OBJECTIVES

3.1

3.2

3.3

To provide an onboarding program to increase organizational knowledge and social integration for protected class group employees during their first year of employment at HTC To provide leadership development to protected class group employees through intentional mentorship for advancement opportunities To offer college-wide professional development yearly for all HTC employees to build leadership competencies that contribute to an inclusive work environment

GOAL 4 Increase engagement with community partners OBJECTIVE

4.1

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To establish a baseline of community partners from diverse communities and measure engagement yearly in being culturally responsive to the needs of students and the workforce

‘‘

To effectively improve and advance the educational outcomes for historically underrepresented and marginalized communities, requires a focused and dedicated level of commitment. A cornerstone of this commitment is the priority to foster a welcoming and inclusive environment on campus and in the greater community. It must include our work inside the classroom and in the workplaces where HTC graduates will transition to build their careers. I am pleased that business and community leaders are partnering with HTC on initiatives that promote and support a diverse workforce.

‘‘

Clyde Wilson Pickett, Ed.D. Chief Diversity Officer Minnesota State System

Left to Right: Maryan Egal, Hodan Ahmed Students, Dental Assistant Program

HEN N EPI N T ECHN I CA L COLLEGE

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We will provide academic excellence through innovative, engaging curricular and co-curricular learning opportunities that respond to workforce needs and support educational pathways.

GOAL 1 Provide integrated service support, consultation and solution finding to advance the institution

STRATEGIC DIRECTION

3

Q U A L I T Y E D U C AT I O N

OBJECTIVES

1.1

1.2

1.3

Implement an integrated service model to support all college and department systems and technologies Implement institutional technology lifecycle management aligned to resource planning Develop and lead an institutional planning and project delivery model

GOAL 2 Technology Services will increase institution efficiency and effectiveness through formal strategic collaboration OBJECTIVES

2.1 2.2

Align technology infrastructure planning with partner institutions Adopt a shared service model for technology used across partner institutions

GOAL 3 Advance institutional capacity and effectiveness through technology OBJECTIVES

3.1

3.2

3.3

3.4

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Increase communication effectiveness through technology Implement enrollment, recruitment and retention strategies through technology Implement financial and business processes by leveraging technology best practices and process improvement Improve student success through educational technology and advancement of teaching strategies

‘‘

As a company president, I’m confident when we hire HTC graduates because they consistently have the skills that we need. HTC faculty have industry experience and update the curriculum based on input from industry representatives.

Students and employers both benefit when everyone involved with the college is passionate about creating a relevant and real-world learning experience.

‘‘

Andrea Tysdal President, JEM Technical, Inc.

Information Technology Classroom, 2020

HEN N EPI N T ECHN I CA L COLLEGE

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We will implement strategies designed to strengthen and sustain finances, resource allocation, infrastructure, operations, and human capital.

GOAL 1 Utilize resources to maximize productivity and effectiveness OBJECTIVES

STRATEGIC DIRECTION

4

RESOURCES

1.1

1.2

Implement an integrated budget model that effectively aligns with accreditation, state and college goals Leverage current assets and develop collaborative opportunities with Minnesota State and other agencies

GOAL 2 Stabilize and grow existing funding sources OBJECTIVE

2.1

Increase revenue from auxiliary sources and effectively manage the proceeds from these funding sources

GOAL 3 Create new funding opportunities and improve public accountability OBJECTIVES

3.1

3.2

3.3

3.4

Increase private and grants funding to support the college’s strategic priorities Increase engagement and financial support from individuals Develop a college-wide approach to cultivating and managing corporate and community partnerships Implement standards to report fiscal and operational outcomes and improvements publicly

GOAL 4 Improve use of capital and technology assets to ensure continuous operational efficiency and effectiveness OBJECTIVES

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4.1 4.2 4.3

Develop a new facilities master plan Improve the life cycle of physical and technology assets Encourage a system of sustainability and resource conservation

‘‘

I enthusiastically support the mission of Hennepin Technical College to prepare students to pursue prosperous, in-demand careers. Providing the college with the resources it needs, helps to create a workforce pipeline that enables social mobility for individuals and ensures Minnesota’s economic growth.

‘‘

Luke Gasperlin Eaton Corporation Sr. Product Engineer – Controls NPI

Left to Right Hargrae T. Pennoh, Johnson A. Kolaru Students, Plastics Engineering Technology

HEN N EPI N T ECHN I CA L COLLEGE

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C O L L EG E L E A D E R S H IP

HENNEPIN TECHNICAL COLLEGE

MINNESOTA STATE COLLEGES AND

HENNEPIN TECHNICAL COLLEGE

CABINET

UNIVERSITIES BOARD OF TRUSTEES

FOUNDATION BOARD

Dr. Merrill Irving Jr., President

Jay Cowles, Chair

Myron Moser, President

Dr. Leanne Rogstad, Vice President of Academic Affairs

Roger Moe, Vice Chair

Marty Wojciechowski, Vice President

Craig Erickson, Vice President of Finance and Operations

Ahmitara Alwal, State University Student

Larry Hruby, Treasurer

Ashlyn Anderson, Technical College Student

Patricia Andersen

Dr. Alex Cirillo, At Large

Dr. Mitchell DeJong

Dawn Erlandson, At Large

Tim Farley

Marybeth Christenson-Jones, Vice President of Human Resources

Dr. Robert Hoffman, Congressional District 1

Judy Fesenmaier

Jerry Janezich, Congressional District 8

Annette Lund

Jason Kopp, Vice President of Technology, Institutional Effectiveness and Planning

April Nishimura, Congressional District 2

Ernie Parker

Rudy Rodriguez, Congressional District 3

Brad Thorpe

George Soule, At Large

Don Tomann

Louise Sundin, Congressional District 5

John Turrittin

Cheryl Tefer, Congressional District 6

Robert Ward

Nairobi Abrams, Vice President of Advancement

Jessica Lauritsen, Vice President of Student Affairs Jean Maierhofer, Associate Vice President of Equity and Inclusion Lisa Yaeger, Special Assistant to the President

Michael Vekich, At Large Samson Williams, Community College Student Emeritus Richard Bahr, Past Foundation Board President Don Craighead, Past Foundation Board President

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Left to Right: Abril Vanegas, Student Experience Team, 2020 Christa Lambiv, Student Experience Team, 2020 Guadalupe Lira-Jimenez, Student Senate, Student Experience Team, 2020 Sam Agboare, Student Experience Team, 2020 Linda Kalu, Student Senate, Student Experience Team, 2020 Fadha Abib: Student Experience Team, 2020

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Hennepin Technical College is an affirmative action, equal opportunity educator and employer. This document is available in alternative formats to individuals with disabilities. Consumers with hearing or speech disabilities may contact us via their preferred telecommunications relay service.

July 2020