VISION 2025
STRATEGIC PLAN 2022-2025
Continuous quality improvement helps Southeast Technical College (STC) navigate the path necessary to fulfill our mission: “to educate individuals for dynamic and rewarding careers that promote lifetime success and meet the workforce needs of our region.” Our vision is to fulfill our mission with educational excellence for tomorrow’s workforce. Both our mission and vision were driving forces in developing “Vision 2025,” our three-year strategic plan.
Vision 2025 committees were created to align with each strategic priority and help the campus community carry out the important tactical work of realizing each goal under the six strategic priority areas. Recent adoption of the Watermark Planning and Self-Study system has allowed campus employees to enter and track yearly and overall progress toward strategic planning goals that help keep STC at the forefront of workforce development in South Dakota and the region.
We are happy to provide this update for 2022-2023 and 2023-2024, the first two years of the “Vision 2025” strategic plan. This covers the six strategic priority areas, along with the associated goals and tactics.
PRESIDENT’S MESSAGE
It is not an easy task to summarize the great work related to the six strategic priorities identified in Vision 2025 accomplished this past year across campus. These priorities emerged through an open and collaborative strategic planning process that included campus and community member surveys; focus group meetings with students, faculty, and staff; and large group meetings with STC employees, students, alumni, community leaders and area employers.
The strategic priorities identified in this plan have guided our campus initiatives and I encourage you to review the related work that has helped move our campus forward. Congratulations to the entire STC campus on these shared successes!
Sincerely,
Robert J. Griggs, J.D. President Southeast Technical College
COMMITTEE ORGANIZATION
STC KEY PERFORMANCE MEASURES
Southeast Technical College has 28 strategic goals mapped to outcomes in the six key areas. Key performance measures indicate increases in student enrollment, retention and placement.
ENROLLMENT, RETENTION AND GRADUATE PLACEMENT
As reported to the Board of Technical Education.
11. PARTNERSHIPSPriority Area
By 2025, Southeast Technical College will have sustainable and diverse partnerships that increase revenue and improve programming and student engagement.
GOAL 1: Foster relationships with industry partners to fulfill the workforce needs of the region.
Tactic: Increase collaboration with existing partners by identifying the top 50 key stakeholders and nurturing current partnerships.
• During the 2022-2024 academic years, STC nurtured partnerships with top employers like the City of Sioux Falls and Howe Plumbing and established new relationships with those new to the region like Amazon.
Tactic: Identify and recruit additional employers and community partners by developing relationships with 25 new stakeholders.
• Campaign NEXT has provided 17 new donors and our new stakeholder number exceeds 25 when we add new Build Dakota sponsors in 20232024.
Tactic: Build and strengthen relations with city, county, state, tribal and federal government agencies.
• The STC Foundation has worked closely with industry partners during Foundation-sponsored sector and legislative breakfasts to gather knowledge about workforce needs.
• The STC Tech Council provides an industry perspective on budgeting, funding, initiatives and progress toward strategic goals.
Tactic: Grow and align programs to meet workforce needs.
• In 2022-2023, 32 advisory boards gave guidance and advice for STC programs on curriculum, program mission and goals.
GOAL 2: Expand existing student housing to meet demand, grow access and increase revenue.
Tactic: Work with Housing Foundation to pursue expansion of current STC housing capacity.
• In May 2024, STC began working with ISG on overall campus master planning, which included how to address student housing. This master plan will propose how best to meet student needs for housing, necessities and leisure time to enhance the student experience.
Tactic: Work with other Technical Colleges on new state legislation that allows state technical colleges to own and manage their on-campus housing.
• This topic was brought up for discussion with the Board of Technical Education, but it was ultimately decided not to bring it forward as a legislative agenda item.
GOAL 3: Broaden financial support for student recruitment and retention, needed capital projects and improving programs and services.
Tactic: Begin next Foundation comprehensive campaign.
• The Campaign NEXT public kickoff was held Friday, Sept. 22, 2023, with co-chairs Tony Nour, and Mark and Cynthia Mickelson, along with 150 attendees. The comprehensive campaign is structured around four primary financial goals, totaling $25 million of additional assets and access to the college. Campaign NEXT has met and surpassed two of the four financial goals. Campaign NEXT has already doubled the NOW Campaign.
• Campaign NEXT Goal 1: $8.5 million for student scholarships and financial support - $8.8 million to date. Privately and publicly funded scholarships will exceed $600,000 in fall 2024, a 200% increase since 2019.
• Campaign NEXT Goal 2: $13.2 million for capital projects and renovations - $17.8 million to date. Renovations were performed in the Electrician program area as well as in the Academic Resource Center in 2022. In April 2024, STC celebrated the ribbon cutting of the Health Simulation Center.
• Campaign NEXT Goal 3: $2.5 million to improve access, opportunity and programs - $1.8 million committed to date. Access and Workforce Opportunity office funding; augmentation of the Academic Resource Center, start-up costs for the Behavioral and Mental Health Technician program, Financial Literacy and Summer Camp student programming and competency based education exploration and training.
• Campaign NEXT Goal 4: $800,000 for annual unrestricted use –$221,000 committed to date. The STC Foundation implemented a strategic initiative grant program to fund ideas and initiatives from STC staff and programs. Over $30,000 committed to the strategic initiative grant program in 2022-2023 and 2023-2024.
Tactic: Increase Build Dakota and private sponsorships.
• A record number of scholarships and Build Dakota Scholars moved the needle as the college now provides over $2.5 million in student assistance outside of Federal student aid.
• During spring 2024, the City of Sioux Falls committed $438,000 to STC for use from 2024-2027 for Early Childhood Workforce Support Scholarships to promote childcare needs in the city.
BUILD
Tactic: Improve giving rates among key constituent groups, including alumni, corporations and foundations, through particular attention to their unique characteristics.
Tactic: Expand grant writing opportunities.
• Grant writing resulted in a $100,000 Beyond Idea Two-Year Grant (BIG) award in January 2024 from the South Dakota Community Foundation to support indigenous access to education.
Tactic: Build an Alumni network that engages alumni in everyday life of the college across campus.
• An Alumni Association does not yet exist at Southeast Tech.
GOAL 4: Grow the support of community engagement activities to improve alignment with the Sioux Falls regional community.
Tactic: Expand community engagement activities.
• Service to Community (STC) Days began in fall 2020 and continues each year. Activities include serving at local homeless shelters and food banquets, raking the lawns of the needy, manipulating toys for children at LifeScape and assisting in building homes with Habitat for Humanity. Construction Management students have assisted with the “Tiny Houses” project for military veterans. Veterinary Technician students provide dental care for animals at the Humane Society.
• STC provided employees with a civic engagement/community service tracking form to collect data on service and hours we are providing to the community. Tracking data collected in 2023-2024 shows total yearly service hours increased 228%.
Tactic: Encourage employees of the college to serve in leadership positions in economic, civic, and other community organizations throughout the service area.
• in 2024-2025, STC will survey and track employees serving in leadership positions.
CAMPUS-WIDE INITIATIVES
FALL 2022
• Rake the Town
• Zoo Boo
• Lunch is Served
• Flu Shot Clinic
• Church on the Street
FALL 2023
• Feeding SD
• St. Francis House
• Rake the Town
PROGRAM AREA INITIATIVES
• Health Connect Fair
• Light the Night Walk
• SDSU Survey Tools Training Sessions
• Zoo Boo
• Lunch is Served
• Ronald McDonald House
• Health Connect Fair
• Blood Pressure Screenings
• Humane Society
• Butterfly House
• St. Francis House
over fall 2022
GOAL 5: Increase educational collaboration and partnerships with school districts, colleges and
universities.
Tactic: Increase high school dual credit offerings to attract and strengthen the number of students who stay in our communities after graduation to attend college.
• STC has continued to work with Harrisburg High School, Tea Area High School, Brandon Valley High School and Jefferson High School to increase the number of concurrent and dual enrollment courses offered at the high school. In spring 2024, there were nine Harrisburg High School students who earned a Construction certificate.
STEADY GROWTH IN DUAL/CONCURRENT COURSES AND CREDITS
Tactic: Collaborate on college-bound, college readiness, and pathway initiatives.
• Partnerships with the Sioux Falls School District include programs for Avera Academy, Classrooms to Careers and Teachwell Strive.
• The Eastern South Dakota Perkins Consortium brings school districts, technical colleges, industry and all areas of CTE together to strengthen Career and Technical Education (CTE) programming and collectively collaborate with the support of Perkins V funding.
Tactic: Collaborate with USD Sioux Falls.
• We have met with USD and are waiting for a review of STC programs and a proposal of articulations.
Tactic: Continue to develop new academic pathways with colleges and universities through academic articulations.
• In 2023-2024, 13 articulation agreements with post-secondary colleges and universities helped STC students further their education and apply STC credits to their educational plans elsewhere.
Tactic: Develop dual admission partnerships with colleges and universities through academic articulations.
• Partnerships with Northern State University and the S.D. School of Mines provide opportunities for students to enroll at STC and work on their associate degree while completing courses through partner universities.
2. ACADEMIC EXCELLENCE Priority Area
By 2025, Southeast Technical College will ensure academic excellence through continuous assessment and strengthening of academic programs and recruiting, supporting, and retaining innovative faculty.
GOAL 1: Enhance a dynamic, diverse academic environment.
Southeast Technical College enhances a dynamic, diverse academic environment through effective teaching and learning and by creating collaborative engagement with industry. We have responded to industry requests to offer educational programming to prepare an industry workforce. Collaboration with Sanford Health produced the Paramedic Science program with courses delivered from the Sanford Stevens Center and STC.
In 2023-2024, we began two new health science programs to meet the growing need for medical laboratory technicians and mental and behavioral health technicians. While collaborating with health partners in the Sioux Falls area, we provide education inside a new simulation center that will provide health students experiences that better prepare them for work in the health field.
Tactic: Promote innovative teaching and learning practices.
• STC has responded to student need for flexible learning formats with evening, accelerated, hybrid and online delivery of education.
• We have installed “smart classrooms” that allow students to connect to on-campus courses with Hy-flex flexible delivery and remote web conferencing technology.
• We piloted competency-based education as an alternative delivery in Registered Nursing, Computer Support, Electrician and HVAC programs in fall 2023. Training and development of courses in a competency-based format allows students the flexibility to move forward in their education as competencies are mastered, shortening the length of time to completion and entrance into the workforce.
Tactic: Engage students in active, experiential, and service-learning opportunities.
• STC’s first literary magazine, “Our Story,” was published in spring 2024 on the STC website. Student editors and faculty advisors, Laura Cruse and Patrick Frentz, chartered the project.
Tactic: Offer alternative learning formats and delivery techniques with an emphasis on expanding student access.
• STC classrooms were updated to promote active learning through inclass and remote participation. Training has taken place from both the technology equipment and design/develop/deliver perspectives. I.T. and academics have taken part in offering training to faculty at professional development sessions and in formal workshop offerings.
• Training our online instructors aligns with Higher Learning Commission (HLC) accreditation and Council of Regional Accrediting Commissions (C-RAC) guidelines to prepare instructors for distance delivery.
• The Online Education Council assisted the campus with remote learning days during campus closures by recommending guidelines and sponsoring a Remote Learning Workshop.
• Faculty development efforts will continue to provide training opportunities for faculty in 2024-2025.
• Online Ed Council wishes to seek further faculty input on the workload for alternative delivery courses in the online, competency based education, HyFlex, and hybrid formats.
Tactic: Design and implement a recruitment plan for diverse faculty.
• Our new recruiting system, NeoEd, helps STC advertise open positions to a broader array of candidates. We have been active in advertising open positions through professional organizations and recruited employees from other states.
GOAL 2: Invest in faculty.
Tactic: Develop a salary plan for faculty and allocate financial resources that supports prioritizing retaining high-caliber faculty.
• We will continue this work in the 2024-2025 academic year.
Tactic: Invest in ongoing faculty professional development with a focus on engaging students through high-impact learning strategies and multi-modal delivery.
• An employee guideline of 20 professional development hours per year has been set. During the 2023-2024 academic year, employees completed 3,782 professional development hours.
• Professional Development funds for full-time faculty are set aside and may be applied to cover professional development costs through an application and approval process.
• The Faculty Development department offers professional development technology sessions, and the Career Enrichment and Assessment Committees sponsor activities in which credit for professional development and/or credential renewal can be earned.
Tactic: Support an “Experience in Your Specialty Day” where all faculty will be required yearly to spend one, 8–hour day with industry partners immersed in their specialty (outside of their current work – if they are currently working in their field).
• A goal for 2024-2025 is to discuss guidelines for implementing an “Experience in Your Specialty Day.”
GOAL 3: Commit to continuous improvement of academic programs.
Ensure and promote relevant, high-quality programs by implementing ongoing reviews and instituting curricular and program improvements based on STC’s standards for academic programs that are on-campus, off-campus and online.
Tactic: Evaluate programs yearly to identify the need for expansion, support, redesign, or phaseout, to ensure quality academic programs.
• The Assessment Team developed a new program review instrument in Watermark after a 2022 program review pilot group. An official “first cycle” group began in April 2024 with orientation to the instrument and data locations, followed by a mid-year progress check in July 2024. Final presentations will conclude the review in December 2024.
• A complete review of programming and outcomes including a SWOT analysis, will identify strengths, opportunities and improvements to position programs for success.
• Implementation of Watermark planning software provides a central repository for program review documentation.
Tactic: Achieve (re)accreditation of applicable professional programs.
• In 2022-2023, the STC Nursing (ACEN), Dental Assisting (CODA), and Veterinary Technician (AVMA) programs achieved programmatic accreditation.
• In 2023-2024, Business, Automotive Technology, and Diesel Technology programs submitted and were approved for mid-term compliance. Six other programs submitted and had their annual reports approved by their accrediting agencies.
Tactic: Refine Program Learning Outcomes (PLOs) to encompass educational and occupational goals using employer feedback and industry trends.
• The Assessment Team has overseen the “Plan, Do, Check, Act” process of creating effective assessments. Extra effort has been given to areas identified as needing extra attention, including learning outcomes, rubrics, and quality assessments.
Tactic: Improve access to pathways for further education and workforce development opportunities.
• Piloted competency based education in select programs.
• An English language coach position was established to help identify
English Language Learner students in high schools and help support their transition from high school to college.
• The Academic Resource Center expanded tutoring to support technology needs.
• The Hovland Learning Center launched a cooperative program with Smithfield Foods.
• Worked with the Department Of Corrections to offer two sections of welding certificate education with 27 graduates and will expand with discussions for continued cohort groups.
• Welding, construction, networking and coding certificates stack into existing AAS and diploma programs.
GOAL 4: Promote exceptional, innovative teaching.
Tactic: Encourage pedagogical instruction and mentoring in new faculty onboarding with a programmatic emphasis.
• FAC 100 New Instructor Training provides technology training and basic pedagogy training in teaching, learning, assessment and relationship building with students.
• FAC 100 seeks to build a community of learners and provide a base for the first semester of teaching at STC. Mentoring by veteran faculty will continue to support first-year faculty on their journey toward meeting program and course outcomes.
• FAC 102, is delivered in hybrid format and further enhances pedagogical instruction, course design and assessment with various instructors on campus serving as guest presenters with the facilitator. The training culminates in a Lesson Expo, where new faculty learn from their peers and the community of learners.
• Faculty are trained and supported in systems that support teaching and learning, as well as in best pedagogical teaching practices and assessment, leading to an STC credential that will be renewed through continued professional development activities.
• An educational technology integrationist assists faculty in designing and integrating technology.
• Programs and divisions provide mentors within content areas for added support for new and adjunct faculty.
Tactic: Train and support faculty to meet the needs of a diverse student population.
• The Academic Resource Center and Office of Access and Workforce Opportunity will continue to increase services to students with high need. Faculty training on how to better support these learners is also provided.
• The Faculty Development department offers professional development and training for all faculty.
• The Assessment Team plans professional development in assessment.
Tactic: Improve systematic recognition of excellence in teaching and service institution wide.
• The Campus Climate recognition subcommittee explored using a workflow within Jenzabar for the recognition program.
• The recognition program is launching in fall 2024 and stakeholder input will be collected for refinement of the program.
Tactic: Refine expectations for faculty excellence in teaching and service that inform faculty evaluations and promotion/merit increases.
• Academic Leadership developed a Faculty Evaluation and Performance Appraisal form that will be added to NeoEd in fall 2024 for better workflow between faculty and supervisor.
• Data from course evaluations and student surveys are part of this appraisal.
• Through an enhanced Faculty Evaluation and Appraisal, we will be able to both document and measure progress toward Academic Excellence where faculty and supervisors can set the path toward exceptional innovative teaching.
3
Priority Area
3. ACCESS
By 2025, Southeast Technical College will recruit and retain a more diverse campus community.
The Office of Access and Workforce Opportunity was established in 2021 to help guide and support STC’s work on diversity, equity, access and inclusion. The importance of Access as a strategic priority in Vision 2025 Strategic Plan and the BOTE Attainment 2030 Goal supports STC efforts to attract, retain and graduate opportunity populations to support workforce development in South Dakota.
GOAL 1: Conduct employee and student non-discrimination training.
Tactic: Benchmark current attitudes and assumptions regarding at-risk populations.
• The Access Committee discussed the need to benchmark current attitudes and assumptions while reviewing progress, goals, challenges and setting milestones for the 2023-2024 year. The Office of Access and Workforce Opportunity asked participants to share their definition of access and what access looks like in their area at STC. They also shared their feelings as to whether enough was being done to provide access in their area and/ or if resources were needed to do more and what the resources would be. This benchmarking data has been broken down into common themes, and gathering more data such as this helps us move forward.
Tactic: Offer in-person cultural competency training to all employees and students, including tutors.
• During the 2022-2023 school year, the offices of Access and Workforce Opportunity and Human Resources offered anti-bias training using the Harvard Implicit Bias assessment. Participants were able to share what they learned and whether they desired more training. In 2023-2024, they hosted unconscious bias employee training.
• An employment attorney was our guest speaker for “anti-discrimination in the workplace” with campus employees at Campus Kickoff Day in January 2024.
• The Director of Access and Workforce Opportunity and the Director of Human Resources held book club opportunities to learn more about conversations around diversity (2022-2023) and psychological safety (2023-2024).
• During New Faculty training in May 2023, the Office of Access and Workforce Opportunity presented on first-generation college students’ needs and how to be “culturally responsive” to this group of students.
• In July 2023, Access and Workforce Opportunity presented to Downtown Sioux Falls on culture in the workforce and how STC seeks to serve our diverse students and fulfill workforce needs of understanding diversity.
• During the October 2023 Institutional Effectiveness Day, the Office of Access and Workforce Opportunity led a session on building relationships with students from different cultures.
• STC has purchased a professional development platform for the 20242025 academic year, Go2Knowledge, which will continue professional development on cultural competency and inclusiveness for those that need or desire on-demand training.
Tactic: Host diversity panel with industry partners, employees and students.
• As we look forward to 2024-2025, hosting a diversity panel with industry partners, employees and students will be a goal.
GOAL 2: Increase academic support for English Language Learner (ELL) students.
The Director of Access and Workforce Opportunity wrote a grant in 2022 to do more to proactively address the situation for ELL students at STC regarding preparedness, as well as financial and technology literacy. The grant was awarded and in fall 2023, and the ELL access coach started at STC and with the Sioux Falls School District (SFSD). This coach is responsible for working one-to-one and in groups with ELL students at the four high schools in Sioux Falls, to identify strengths and challenges ahead of college so that students are more prepared to understand college pathways, career prep, paying for college and how to persist when they get to college. In the first year of the pilot, the coach worked with 33 students, with 64% of them going on to college. Among the students receiving college scholarships were two receiving full scholarships - including one Build Dakota scholar at STC.
Tactic: Offer Sheltered Instruction Observation Protocol (SIOP) training for employees to support their understanding of and work with non-native English speakers. Tutors will participate in this training.
• In April 2022, the Office of Access and Workforce Opportunity began discussions with the SFSD and the Foundation about bringing SIOP training to campus or getting funding to support STC instructors so they could take the SFSD training. SIOP is an evidence-based practice of scaffolding language learning that supports multilingual students but can also help instructors teach to students from any background by focusing on language objectives within lectures, assignments and entire courses.
• In February of 2024, a presentation with a language objective and strategies for all learners was offered as a precursor to a future SIOP session in 2024-2025.
Tactic: Explore partnerships with Dakota Teaching English to Speakers of Other Languages (TESOL), Department of Labor (DOL), Hovland Learning Center, Lutheran Social Services, Multicultural Center and Reach Literacy to enhance opportunities for students with basic literacy needs.
• In fall 2023, the offices of Access and Workforce Opportunity and Admissions met with the Promising Futures Fund Representative to discuss re-designing the Access and Workforce Opportunity 8th grade event to bring all three Title I middle schools (Whittier, McGovern and Ben Reifel) to campus in the next year. Access and Workforce Opportunity has been bringing these students to campus, one school per year, since 2021.
• The Promising Futures Fund is able to pay for busing for all three schools each year and the Fund has expressed interest in paying for dual credit costs for these students (including ELL students) when they are ready for dual credit.
• The REACH Literacy, Multicultural Center and DOL collaborations can increase support for ELL and non-traditional students who desire a career change through mentorship and job shadow programs with community members.
• Collaboration continues with Lutheran Social Services as we work to better support newcomer refugee and immigrants new to the United States and to South Dakota.
• The Office of Access and Workforce Opportunity has worked with local high school liaisons, instructional coaches, ELL department leaders, counseling departments and other SFSD leaders to identify students for student access coach opportunities.
• The Office of Access and Workforce Opportunity began exploring with Jefferson High School and the STC Academic Resource Center, opportunities to offer an Academic English summer course and a student success course to students who had graduated and would be entering STC in the fall.
GOAL 3: Streamline the admissions process.
Tactic: Continue to explore and offer multiple measures for placement.
• In 2021, offices of Access and Workforce Opportunity and Admissions began looking at ways to make the application process easier to understand for multilingual, first-gen and other under-represented groups new to the college experience. Multiple measures for entry were put into place, and admissions requirements were streamlined. We are currently investigating Accuplacer ESL Assessments for assessing English language proficiency.
Tactic: Track successes and readiness of students who enter via multiple measures.
• Beginning in November 2022, the Admissions Office included a question about an applicant’s native language on the STC application. In May 2023, Admissions and Access and Workforce Opportunity began collaborating to utilize this information. In October 2023, Admissions provided Salesforce access to Access and Workforce Opportunity for running a report to pull non-native speaker applicants. The Office of Access and Workforce Opportunity can reach out to the multilingual students to offer another contact/level of support as these future students progress toward enrollment and finally to graduation.
• Tracking student readiness continues to be a project for 2024-2025, with discussions about how to use the data we’re collecting longitudinally to better understand barriers to entry and retention for these groups.
GOAL 4: Improve data collection and management.
Tactic: Utilize data to identify and support first-generation Americans and nonnative English speakers.
• Improvement in data collection and management occurred as the Office of Access and Workforce Opportunity identified STC employee professional development needs through surveys and will be receiving data from STC students through results of the Student Satisfaction Survey, administered at the end of the spring 2024 semester.
• Besides working with Lutheran Social Services (LSS) to gather data regarding immigrant and refugee/multilingual participants on the workforce in Sioux Falls and across the state, the STC application has been a source of data since inclusion of the applicant’s native language.
GOAL 5: Develop and support community liaisons.
Tactic: Pilot peer mentorship program to enhance retention and leadership development in students.
• A peer mentorship program piloted in the 2022-2023 school year with a focus on building mentorship relationships.
Tactic: Explore student ambassador program, drawing on peer mentors and other student groups.
• After the pilot peer mentorship program has run 2 cycles the Office of Access and Workforce Opportunity will determine whether students from the program could begin to serve as STC ambassadors, or students who could be a first point of contact for student panels, media inquiries and potential student visits.
• The program will be redesigned by Lost&Found and the Access and Workforce Opportunity director in the 2024-2025 school year to determine how to scale for success and build an ambassador program.
Tactic: Build liaison relationships within targeted communities by meeting with key stakeholders and assessing needs and our ability to offer training and support.
• Thus far, work in building community liaison relationships has been dedicated toward Access and Workforce Opportunity community presentations to showcase our commitment to diversity, equity and belonging and early work in building the Office of Access and Workforce Opportunity.
• Since 2021, the Office of Access and Workforce Opportunity has participated in more than 50 community-facing (non-STC) presentations to highlight the work of STC to provide access to underserved students and our regional workforce.
GOAL 6: Secure financial resources to enhance access.
Tactic: Source funds to assist with foreign transcript evaluation.
• In 2022, Access and Workforce Opportunity worked with Conscious Youth Solutions to learn about their transcript evaluation services for students with international credentials.
Tactic: Source funds to assist with accommodations evaluation.
• The Office of Access and Workforce Opportunity has discussed the possibility of using Foundation funding to monetarily support this need.
Tactic: Source funding for budget of Office of Access and Workforce Opportunity.
• Since its inception in 2021, Access and Workforce Opportunity has submitted seven grant applications, of which five were funded.
• Based on the vision for the English learner access coach, in 2023, Access and Workforce Opportunity applied for and received a grant to launch a similar program for Native American students. This program launches in 2024.
4
Priority Area
4. ORGANIZATIONAL CULTURE
By 2025, Southeast Technical College will improve the culture on campus with a focus on employees.
In fulfilling its mission, Southeast Technical college has a set of core values that guide employees as they focus on the student and employee experiences. The Campus Climate Committee’s purpose is to create a welcoming and inclusive environment where faculty, staff and students can thrive and grow. The Campus Climate Committee has formed into three subgroups: 1) Culture Creators, 2) Engagement Energizers, and 3) Recognition Revolutionizers.
GOAL 1: Foster
a campus culture that aligns with the college’s mission and values.
Tactic: Develop a communication plan to outline methods and timeline for delivery to ensure all employees get a clear, concise, consistent and coordinated message.
• The Culture Creators subgroup is working on a communication plan to outline methods and timelines for delivery to ensure all employees get a clear, concise, consistent and coordinated message.
• “Campus Perks” will be a communication tool published to all campus employees.
Tactic: Engage in leadership development activities on an annual basis toward fulfillment of campus professional development requirements.
• Liz Carlson was brought on campus for an all-employee professional development training during the May 2024 Institutional Effectiveness Day to provide concrete solutions to better communications with colleagues during meetings and interactions.
Tactic: Create a safe environment that embraces innovation at all levels within the organization.
• The committee has encouraged the President’s Cabinet to hold consistent Kick Off and Institutional Effectiveness Days each semester and in 2024-2025, will continue to work on promoting the creation of a safe environment that embraces innovation.
Tactic: Review existing leadership structure and duties to ensure accountability at all levels.
• In 2024-2025, a review of existing leadership structure and duties to ensure accountability will be discussed.
GOAL 2: Integrate STC values into the day-to-day operations of the college.
Tactic: Include STC values in job descriptions, hiring interview questions, committee agendas and evaluation forms.
• The Human Resources Department has listed STC values in job descriptions, postings and interviewing materials. Employee evaluations incorporate STC values in goal setting, observation and performance appraisal.
Tactic: Communicate and encourage the “STC Way.”
• We will continue to look for ways to integrate STC values into 2024-2025 college operations.
GOAL 3: Expand opportunities for employees to interact, collaborate and socialize with one another inside and outside of work.
Tactic: Hold events twice per semester.
• The Engagement Energizers subgroup is holding events for campus employees, twice per semester in partnership with the President’s Cabinet to secure funding for these events. This subgroup has hosted several events that include the STC Amazing Race, Thanksgiving Potluck, Bingo, bowling, a comedian, and donut wagons at the three campus Institutional Effectiveness Days as well as Semester Kickoff Days. We will continue to expand opportunities for employees to interact, collaborate, and socialize with one another inside and outside of work in 2024-2025.
Tactic: Create a line item for employee events in the budget.
• A budget has been submitted for FY25 to fund additional planned events for campus employees.
GOAL 4: Develop Human Resource procedures that promote employee satisfaction.
Tactic: Evaluate job descriptions annually to ensure an accurate reflection of employee’s duties and manageable workload.
• Annual reviews happen when the task is put into eForms, part of NeoEd, and sent out to all employees and managers each year for review. We will continue this practice each year.
Tactic: Create guidelines for annual assessment of job descriptions and workloads.
• STC supervisors have reviewed job descriptions for positions in their area.
• HR and the Director of Institutional Effectiveness are working on putting the faculty workload assessments in NeoEd.
Tactic: Develop an institutional on-boarding checklist for use in HR.
• An overall onboarding checklist has been created and uploaded into NeoEd for new hires.
Tactic: Develop a departmental on-boarding checklist for use by the supervisor.
• Supervisors now have a departmental checklist for onboarding new hires. We will work to develop and post these departmental checklists for all employees in 2024-2025.
Tactic: Integrate the STC Way into the existing evaluation process for faculty.
• STC has purchased the Perform module of NeoEd and evaluations for faculty, staff, and faculty administrators have been created in the system.
• Faculty evaluation now emphasizes the STC Way with four pillars for Service to STC, Service to the Community, Professional Development and Role Specific Pillars.
Tactic: Develop an evaluation process for staff that includes the STC Way and expectation pillars mirroring faculty evaluation (Service to STC, Service to the Community, Professional Development, and Role Specific Pillars).
• An evaluation date for staff still needs to be discussed before launching that part of the program. Additionally, an evaluation needs to be created and then launched for senior leadership.
GOAL 5: Create an employee recognition program.
Tactic: Research effective employee recognition programs at outside organizations.
• The Recognition Revolutionizers reviewed best practice literature on employee recognition as they prepared to develop a recognition program on Campus to encompass the STC Way core values of: 1) Student Learning, 2) Student-Centeredness, 3) Diversity/Equity, 4) Excellence, 5) Innovation, 6) Collaboration and 7) Accountability. Noting that it often takes 3-5 years to shift culture, engaging activities were selected to begin shaping new patterns of engagement.
Tactic: Develop a recognition program that encompasses the STC Way.
• The subcommittee proposed an employee recognition program built upon employee anniversary dates across campus.
Tactic: Launch the recognition program.
• A proposal was submitted for funding support with plans to initiate fall of 2024.
GOAL 6: Implement employee compensation and incentive structure.
Tactic: Conduct a compensation study using a third-party reviewer.
• Human Resources is working on a compensation study of all full-time employees.
Tactic: Review all current salary ranges and compare with the results of the compensation study.
• Current salary ranges are being compared with the compensation study and outcomes will be shared with all employees at the conclusion of the compensation study.
Tactic: Explore alternative salary structures.
• Discussion of alternative salary structures will proceed after the conclusion of the compensation study.
Tactic: Explore non-monetary incentives (“employee perks” – reduced fee activities and services offered to STC employees).
• Discussion of non-monetary incentives will move forward after the conclusion of the compensation study.
5
Priority Area
5. MARKETING AND AWARENESS
By 2025, Southeast Technical College will have simplified its message and repeated it over the course of 24-36 months to build city and regional brand recognition for the purpose of sharing the STC story about our mission, students and alumni.
GOAL 1:
Assess and improve STC’s brand identity, distinguish target audiences and utilize students as brand ambassadors at STC events and throughout digital platforms to help tell the STC story.
The STC Marketing Department provides a strategic communication role with our external and internal stakeholders. Whether the department is telling the STC story, promoting brand identity, reaching target audiences or assisting with public relations, they enhance awareness of STC as a first choice for students and a partner in workforce development for the community.
Tactic: Conduct demographic research to define parameters for key audiences.
• For each recruitment cycle the STC marketing office researches and redefines key audiences as we continue to tell the STC story and reach target audiences.
Tactic: Update and refresh admissions and marketing materials maintaining consistent branding and voice.
• Each academic year, the STC Marketing Office creates and updates printed and digital materials for recruitment, registration and branding, including programs sheets, view book, look book, transfer guide, fact sheet, direct mail pieces, promotional items, contact cards, quick start guide, accepted student checklist, financial aid worksheet, campus maps and branded stationery.
• The Marketing Office updates and maintains southeasttech.edu with fresh, accurate, relevant content.
Tactic: Update and refresh branding standards manual, if necessary.
• In September 2023, the Marketing Office updated and refreshed its branding standards manual and provided coordinating presentation templates, letterheads and logos for campus employee access from myTech.
Tactic: Enhance and unify STC’s interior and exterior signage.
• The STC Marketing Office has planned, designed, coordinated and implemented several signage projects across campus that unify and enhance STC’s brand. Projects include:
• a large monogram in the Mickelson Center
• a large-scale vinyl wrap in the Academic Resource Center
• a series of window clings and vinyl wall wraps in the Sullivan Health Science Center
• a door wrap for the Campus Cupboard.
• The Marketing and Awareness Strategic Plan Workgroup began designing and programming wayfinding kiosks for each building. A pilot was demoed in the Mickelson Building in 2023.
• The Marketing and Awareness Strategic Plan Workgroup has identified key exterior signage projects on campus and prioritized the projects into proposed phases for completion.
• The Marketing Office has expanded creative on campus TV monitors to include personalized images and video.
Tactic: Utilize students as brand ambassadors.
• STC partners with Build Dakota to ensure representation by student ambassadors in scholarship promotions.
GOAL
2: Utilize brand identity and storytelling tactics to promote community awareness and enhance Southeast Technical College’s reputation in the region.
Tactic: Work with Alumni Association to cultivate leads about notable alumni for features, testimonials, and other marketing collateral and across multiple digital platforms.
• While an Alumni Association does not yet exist at Southeast Tech, the STC Marketing Office writes regular feature stories that are published on the STC website, on social media and through opportunities for sponsored content, such as in pigeon605.com. These stories highlight academic programs, student stories, support services and alumni testimonials.
• Since the implementation of the strategic plan, nearly 40 articles have been written.
Tactic: Engage with industry leaders for collaboration in telling the Southeast Technical College story.
• STC engages with industry leaders by highlighting partnerships in publications, marketing materials, and on the website and social media.
Tactic: Enhance Southeast Technical College’s presence at community events.
• STC’s community presence has increased with the implementation of Service to Community days in 2020. Employee and student groups represent STC at a variety of community events, from serving at the Banquet to Rake the Town.
GOAL 3:
Create and implement an integrated approach to communication, marketing strategies and public relations for all campus communication and events.
Tactic: Tell the Southeast Technical College story in a way that is meaningful and personal to each demographic group.
• As Marketing continues to tell “The STC Story,” more personal narratives from alumni and students have been created and pigeon605.com has proved to be a great platform for former students, alumni and academic programs to use their personal narratives in telling those stories.
• STC purchased Merit, an online platform that showcases student achievements and allows them to share their accomplishments on their personal social channels, compounding the reach produced from STC’s organic efforts. Additionally, Merit distributes news releases to student’s hometown media outlets, area legislators and local high schools. To date, the Marketing Office has distributed 348 targeted press releases that cover 3,814 zip codes since the platform was purchased in spring 2024.
Tactic: Create a multi-faceted advertising approach to promote Southeast Technical College through traditional and non-traditional media tactics.
• Each year, Marketing implements an enrollment campaign that utilizes a variety of tactics to reach traditional age students, non-traditional students and parents. Creative is re-worked and pushed out on digital and traditional platforms including broadcast TV, billboards, connected tv, digital ads, paid search, digital ad re-targeting, print advertising, and through public relations.
STC NEWS ITEMS
• The Marketing Office tracks its media placements and public relations efforts by using a running total of all items published on southeasttech.edu. From 20212022 to 2023-2024, STC saw an 62.7% increase.
Tactic: Diversify Southeast Technical College’s enrollment campaign to include more tactics for specific key audiences and programs.
• STC introduced native article placement into its enrollment campaign for 2024-2025. Users that have expressed an interest in STC will be served relevant STC articles in publications they are already reading.
• In 2022-2023, STC began a partnership with South Dakota Public Broadcasting (SDPB) to highlight Southeast Tech as a college choice to high school students and gain awareness for parents. Sports fans viewed and heard placements on SDPB and during live games.
Tactic: Create targeted marketing plans for new programs and programs with substantial changes.
• The Marketing Office has created a list of tactics to promote and market new programs that are low-cost and utilizing resources already at our disposal. This includes web pages, program sheets, press releases, billboard creative, South Dakota Newspaper Association advertising, digital display, organic and paid social media posts, keyword research, email blasts and program videos.
• Additional funds should be reserved for marketing when new programs come online to optimize promotional efforts.
Tactic: Standardize a request process for marketing services.
• A new landing page was created for employees to make a marketing request. Using the portal, which is accessible on the public facing website and on myTech, users can update their website biographies, order business cards and name tags, request photography, share a story, request a design project or website update and order branded materials for their programs.
• Users can also access branded PowerPoint templates, electronic letterhead and branding and logo use policies.
6
Priority Area
6. STUDENT SUPPORT
By 2025, Southeast Technical College will develop and improve academic, environmental and wellness support for its students.
Increasing enrollment and graduate numbers will require a focus on new incoming student numbers and efforts to retain students whom STC employees have worked hard to recruit and enroll. As mentioned in the college’s Higher Learning Commission reaffirmation review, STC will need to keep support services strong and co-curricular learning a priority.
GOAL 1: Provide holistic coordinated care across campus through a collaborative network.
Improving student outcomes requires a holistic coordinated care system built on student success research and a shared value of the student experience. The STC Navigate student support software system is supporting the coordination of these efforts and enabling the campus to meet student needs in a more strategic and timely manner.
Tactic: Train employees to utilize the Navigate system, enabling the campus to meet the needs of students in a more strategic and timely manner.
• A pilot group of Student Success Advisors (SSA), faculty, and administrators were trained in fall 2022 and spring 2023. A full launch and training for all employees and incoming students occurred in fall 2023.
The Student Success classes and SSAs were instrumental in training and introducing Navigate to students. Heading into fall 2024, more proactive communication measures with incoming students about Navigate will be implemented.
Tactic: Train students to utilize the resources available in the Navigate system, allowing them to see the resources available to them on our campus and connect with them quickly and easily.
• The Student Success classes and SSAs were instrumental in training and introducing Navigate to students
• A working group examined and refined the process for supporting students flagged by Financial Aid for satisfactory academic progress (SAP), resulting in more accurate, personal, asset-based outreach.
• Besides the Navigate coordinated care system, STC offers in person support through all departments on campus and sponsors workshop sessions through several departments on topics of interest to students.
• The Student Support Strategic Planning Committee conducted a selfstudy of academic advising for future planning.
GOAL 2: Develop and improve academic support for students.
Tactic: Expand the services of the Academic Resource Center (ARC) by increasing its hours; providing online tutoring; hiring additional tutors, including those trained in working with ELL students; and adding an on-site manager.
• Tutoring was provided at STC prior to 2021-2022 but became more formalized as the Academic Resource Center, with a donation by the Marsh McLennan Agency, and a tutoring center coordinator, who also served as a Student Success Advisor, committed to beginning the new student service, embedding tutoring engagements and improving the quality of tutors.
• Sign-in sheets captured at least 289 unique users and 1,379 total tutoring engagements that took place in 2022-2023.
• The Academic Resource Center expanded in breadth and depth due to stronger budget support for resources and a more concerted effort by administration with the hiring of a dedicated Academic Resource Center coordinator in 2023-2024.
• During the 2023-2024 academic year, the Academic Resource Center transformed into a more welcoming space, hours of service increased, online tutoring was enhanced, agency tutoring was implemented, and additional tutors were hired and trained to improve the student learning experience.
• Online resources support students in addition to the one-on-one assistance provided in the center.
• New strategies helped reach students with intentional study tables in programs such as Veterinary Technician, Computer Programming, Construction Management Technology, Welding and Land Surveying Science.
• In the 2024-2025 academic year, tutors will use the new Tutor Lingo training platform.
ARC UTILIZATION GROWTH
from fall ‘23 to spring ‘24
Tactic: Increase student access to campus for studying and homework outside of the traditional workday hours, including expanded ARC hours and common spaces in the buildings open late.
• The student experience was enhanced as students utilized newly remodeled study spaces across campus. STC personnel look forward to continued expansion of student study spaces for study/homework outside of traditional workday hours and in the common spaces of buildings that remain open after the traditional workday hours.
GOAL 3: Develop and improve environmental support for students.
Tactic: Connect students with existing community resources that encompass health services, food insecurities, financial literacy, housing, transportation and places of worship.
• The STC website publishes “Community and Wellness Resources” as we are committed to student success and want to connect students to resources in the community outside the scope of what is available on campus.
• For students who need non-perishable food items, personal care items, diapers, and other donated items, the STC Campus Cupboard in the Tech Center remains open for students to serve themselves.
Tactic: Provide need-based grants to help students pay for non-academic expenses.
• The STC Foundation has developed an emergency-fund agreement to assist STC students with needs-based grants for unforeseen financial emergencies which would otherwise prevent them from continuing their education at STC. The first needs-based grant was issued in September 2022 with 5 students receiving the grant in 2022-2023. In 2023–2024, STC awarded 18 grants totaling $7,173.
Tactic: Increase opportunities for students to be employed on campus, such as student ambassadors, work-study and other paid positions outside of workstudy.
• We continue to add opportunities for students to be employed on campus, in work study and other paid positions. For example, Human Resources and Career Services employed interns approved by faculty.
GOAL 4: Develop and improve support for students’ physical, mental and emotional wellbeing.
Tactic: Strengthen fitness opportunities at STC by partnering with fitness facilities that provide discounted rates, offering free fitness classes on campus, expanding intramurals, and developing other campus initiatives that encourage physical movement and bring students together.
• Student Activities connects students to local fitness opportunities by including information in JumpStart welcome bags. Discounts this year included Anytime Fitness, Ignite Fitness, and East Bank Yoga. Crunch fitness also entered a partnership with the institution during Summer 2023.
• Intramural participation increased by 7% this academic year. Bowling, trap shooting, volleyball, basketball, disk golf, and soccer remained popular, and more than 350 students participated.
Tactic: Foster student resilience by increasing awareness of STC personal counseling services and providing life coaching workshops and special events.
• This past year the college launched a new well-being model to align with the personal responsibility co-curricular outcome. The Student Success Center shared this model and a new video during the February Institutional Effectiveness Day. Incoming students for academic year 20242025 were introduced to the framework during Academic Advising and Registration Days. SSS 100 students will also participate in well-being events of their choosing as a part of a passport assignment.
• A new partnership was also formed with Lost&Found, a national organization focused on suicide prevention. During the May Institutional Effectiveness Day, all full-time faculty and staff in attendance were trained in Question, Persuade, Refer (QPR) suicide prevention. When pre-post responses were compared, 89.5% demonstrated the same or increased learning across their pre-post responses, indicating sustained or strengthened confidence in intervening. Average confidence increased from 2.5 (pre) to 2.8 (post). Overall, 95.6% of post-survey respondents
were confident, very confident, or highly confident in their ability to engage in conversations with students in distress.
• To maintain the momentum established after the May Institutional Effectiveness Day, a working group was convened and partnered with Lost&Found to audit institutional practices against the National Resiliency Index.
• STC moved the contractual counselor to a full-time position at the conclusion of the 2024–2025 fiscal year. An existing Student Success Advisor position was re-imagined to focus on well-being. Plans were also discussed to offer additional QPR training during fall 2024 for new hires and part-time employees.
• Lost&Found has been scheduled for SSS 100 panels.
Tactic: Work with area businesses to create an activity pass that provides discounted opportunities for students to engage recreational activities in the Sioux Falls area community, such as sporting events, concerts and area attractions.
• For the 2024-2025 academic year, STC continues to partner with local businesses. Many businesses donate free gifts and tickets for students to use during the academic year, starting with new students receiving Welcome Bags during JumpStart orientation.
Tactic: Develop programming specific to students who are parents, increasing family connectedness to campus and sense of belonging and community among this student group.
• Many of Southeast Tech’s non-traditional students are parents, and STC seeks to increase family connectedness to campus and promote a sense of belonging and community for non-traditional students with families.
• A student event that includes students’ friends and families includes Casino Night (both 2022 and 2023), hosted by the Student Government Association and Family Night was hosted in August 2022 by the Office of Access and Workforce Opportunity.
• In August 2023, the Director of Access and Workforce Development sponsored an evening picnic and games night for first-generation students during JumpStart week.
• During the 2023-2024 academic year, STC continued to host diverse campus events to foster a sense of community and relationships across the student body. Students and their families were invited to Thunder Road, Movies (West Mall 7 event), Talent Show, and the Hot Cocoa Bar. An Easter Egg Hunt was also held throughout campus during the spring term.