2016 / 17 annual college assessment report · • employee retention rate • employee climate...

2016 / 17Annual College Assessment Report

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ANNUAL COLLEGE ASSESSMENT REPORT TABLE OF CONTENTS

Introduction ........................................................................................................................................ 2 2014 – 2017 Strategic Plan ................................................................................................................. 3 Learning Division ................................................................................................................................ 8 Student Services Division .................................................................................................................... 13 President’s Office ................................................................................................................................ 25 Strategic Marking, Planning Innovation and Effectiveness Division ................................................... 31 College Operations and Infrastructure Innovations Division .............................................................. 35

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INTRODUCTION

College-wide activities In its Strategic Plan, WCTC identified four strategic goals. These goals are:

• Competent Completion • Collaborative Partnerships • Global Integration • Talent Management

Division activities The reader will find a report by each division on the accomplishments they made towards achieving the goals they had identified in their Divisional Action Plan for fiscal year 2017. Those divisions are:

• Learning • Student Services • President’s Offie • Strategic Marketing, Planning Innovation and Effectiveness • College Operations and Infrastructure Operations

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2014 – 2017 STRATEGIC PLAN

Vision Waukesha County Technical College is the leader in workforce development, preparing learners for success within the regional and global economy.

Mission WCTC provides accessible career and technical education to strengthen our community through life-long learning.

Strategic Goals Competent Completion – We will prepare a competent workforce by sustaining a culture of excellence that provides students every opportunity to earn a credential. Objectives: Create the infrastructure and environment to ensure that…

• Students are placed in a position to succeed as lifelong learners. • Students expand their personal, academic, and professional

competencies. • Students complete credentials.

Metrics

• Technical skills attainment • Academic skills attainment • Degree attainment • Completion ratio • Technical skills attainment pass rate

Competent Completion

2012/13 Baseline

2013/14 Actual

2014/15 Actual

2015/16 Actual

Target

Technical skills attainment 72.16% 69.80% 74.10% 76% 72.35% Academic skills attainment 60.82% 60.63% 60.30% 64% 59.26% Degree attainment 33.01% 32.67% 30.82% 37% 37.50% Completion ratio 0.225 0.237 0.281 0.303 0.280 Technical skills attainment pass rate 97.01% 91.30% 93.30% 98% 95.00%

Collaborative Partnerships – We will engage in internal and external partnerships that advance the College mission to build strong communities. Objectives

• Deliver continuous improvement solutions through cross-functional teams and collaboration. • Align and create innovative workforce solutions to meet community needs through collaborative

partnerships. Metrics

• Percent of cross-functional teams that fulfill their annual charters through reports to the Quality Advisory Team

MissionVisionValues

Competent Completion

Collaborative Partnerships

Global Integration

Talent Management

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• Employee Climate Survey (PACE) item – A spirit of cooperation exists at this institution. • Employee Climate Survey category – Teamwork • Participation in Dual Enrollment programs.

Collaborative Partnerships

2012/13 Baseline

2013/14 Actual

2014/15 Actual

2015/16 Actual

Target

Percent of cross-functional teams that fulfill their annual charters through reports to the Quality Advisory Team

29%

58%

N/A*

NA*

50% Personal Assessment of College Environment (PACE) – Employee Climate Survey – “A spirit of cooperation exists at this institution.”

3.23

3.37

N/A**

3.39

4.00 PACE Survey – Teamwork category 3.83 3.90 N/A** 3.86 4.00 Participation in dual enrollment programs 15,337 17,279 19,294*** N/A 17,000

*Definition of metric has changed and does not align with previous years. **Employee Snapshot Survey done in spring 2015 did not address these metrics. April 2016 survey results won’t be available until FY 17. ***After 2014, Project Lead the Way courses are no longer considered Dual Enrollment Global Integration – We will cultivate a global mindset in our students and staff to enhance our region’s competitiveness in the global marketplace. Objectives

• Develop global competency of WCTC employees. • Create globally competent completers through curriculum and course design, co-curricular activities, study

abroad opportunities, and international student enrollments. • Maintain and expand existing international partnerships with businesses, educational institutions, and

other organizations. Metrics

• Number of employees participating in college-affiliated global opportunities. • Number of employees with a global integration goal in their employee development and improvement plan

(EDAP). • Number of new or revised courses with a global component. • Number of co-curricular activities. • Number of study abroad opportunities. • Number of international student partnerships. • Number of formal international partnership agreements.

Global Integration

2012/13 Baseline

2013/14 Actual

2014/15 Actual

2015/16 Actual

Target

Percent of employees with a global integration goal in their Employee Development and Achievement Plan (EDAP)

0%

0%

N/A

26%

20% Number of employees participating in college-affiliated opportunities

20

37

44

41

40

Number of new or revised courses with a global component

5

3

N/A

5

20

Number of global co-curricular activities 10 11 15 17 15 Number of study abroad opportunities 6 4 7 5 10 Number of international student enrollments 15 25 19 11 50 Number of formal global partnership agreements 5 5 5 5 7

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Talent Management – We will provide and maintain systems that support a high performing WCTC workforce that meets the needs of our students and the community. Objectives

• Workforce planning – Maximize productivity of WCTC’s workforce to ensure the needs of students and other stakeholders are met.

• Career planning – Increase skill level of employees to allow for professional growth and development to be successful in their current and future roles.

• Succession planning – Develop, prepare, and transition employees for career opportunities at WCTC. Metrics

• Employee turnover rate (excluding retirements) • Employee retention rate • Employee Climate Survey item – The extent to which professional development and training opportunities

are available. • Percent of vacant positions filled internally. • Percent of internal fills that are promotions.

Talent Management

2012/13 Baseline

2013/14 Actual

2014/15 Actual

2015/16 Actual

Target

Workforce Planning • Employee turnover (excluding retirements) • Employee retention

9.3%

90.7%

2.9%

97.1%

4.5%

95.5%

6%

94%

<10% >90%

Career Planning • PACE Survey – “The extent to which professional

development and training opportunities are available.”

3.10

3.21

N/A*

3.95

4.00 Succession Planning • Percent of vacant positions filled internally • Percent of internal fills that are promotions

41% 88%

41% 85%

50% 94%

50% 85%

50% 50%

*Employee Snapshot Survey done in spring 2015 did not address this metric. PACE to be administered April 2016 with results available FY 17.

Ends Statements The ends statements describe the benefits or long-term results that are desired for WCTC students and other customers and define the expectations of WCTC in meeting its mission. Students will obtain the critical life, occupational and technical skills needed to achieve their educational goals at an affordable cost. Employers will be able to develop and maintain a skilled workforce through available and accessible educational offerings. Taxpayers will benefit from customer-driven educational services provided through efficient and effective use of limited resources.

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Values

Commitment Dependability/Effectiveness/Responsiveness/Stewardship/Accountability/Purposefulness We are committed to creating an environment that fosters learning, personal growth, and fulfillment of the critical life skills.

Integrity Honesty/Truth/Fairness/Trust We create a work environment together which upholds honesty, truth, fairness and trust.

Relationships Collaboration/Fun/Teamwork/Respect/Humor We encourage collaboration and diversity among staff, students and the community through teamwork and respect of one another.

Communication Listening/Sharing/Questioning/Thinking We share information and ideas in an open, honest, timely manner throughout the college as we practice clear thinking and questioning.

Learning Competence/Success/Personal Growth We provide opportunities to grow professionally and personally to foster competent and productive members of our community.

Excellence Quality/Innovation/Flexibility We provide excellence in education by delivering high quality, innovative and flexible learning options.

Employee

Goals

Annual Action Plans

Strategic Goals

Mission, Vision, Values

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ANNUAL COLLEGE ASSESSMENT REPORT LEARNING

For the year ending June 30, 2017

Division Activities The following divisions/departments report directly to the Vice President of Learning:

• Learning is responsible for providing all direct educational services to its customers. Educational activities include associate of applied science degrees, technical diploma programs, continuing education, community and family education, advanced technical certificates (ATC), apprenticeship education, technical studies journey worker, basic education, adult high school, English as a second language (ESL), school to work, youth apprenticeship, and distance learning – shared programming, telecourses, and on-line.

• The School of Academic Foundations/General Education Division prepares a culturally diverse population with basic education skills that enable individuals to successfully identify, enter, and succeed in occupational programs, to be successful lifelong learners, to be productive members of the workforce, and to become contributing members of the community.

• The School of Business, through a learner-centered focus, provides entry-level, advanced technical training,

customized contract training and continuing education for learners. This division spans the fields of human resources, accounting, management, information technology, global business, marketing, and office operations. Specialized certificates are also available in entrepreneurship, information technology, real estate, customer service, quality tools, management, global business, assessor, mortgage lending, advertising, leadership, and accounting.

• The School of Applied Technologies provides a comprehensive series of technical/occupational programs

to fulfill the educational and training needs of area employers and employees. This division spans the fields of construction, electronics technology, architecture, mechanical design, manufacturing, information systems, printing, graphics design, and transportation. Practical, application-oriented instruction is offered in well-equipped laboratory facilities. Many program areas feature cooperative work experience with related industry employers.

• The School of Protective and Human Services accomplishes its vision/mission and that of WCTC through

its educational programs and services. The division offers community services, continuing education, and specially funded or certificate programs in the fields of education, interior design, human services, protective services, barber/cosmetology, and emergency medical services.

• The School of Health accomplishes its vision/mission and that of WCTC through its educational programs and services. The division offers community services, continuing education, and specially funded or certificate programs in the fields of nursing, dental hygiene, health information technology, health office operations, pharmacy, surgical technology, and physical therapy.

• Center for Business Performance Solutions (CBPS) builds and maintains lasting relationships between Waukesha County Technical College and business, industry and governmental agencies in Waukesha County. Its customers will embrace the use of the college’s innovative and customized occupational, technical and professional development training and technical assistance. A value-added customer service approach leads to increased customer organizational performance and economic development.

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• The Academic Excellence Department provides support to the instructional staff and the students through support of Blackboard, distance learning, and the Teacher Innovation Center. The curriculum staff promotes, supports, and trains others in the development and implementation of competency-based curriculum, integration of critical life skills, assessment of student learning outcomes, and analysis of occupations for developing new programs and improving existing programs.

ACCOMPLISHMENTS

Goal: Competent Completion – We will prepare a competent workforce by sustaining a culture of excellence that provides students every opportunity to earn a credential. Strategic Objectives: Create the infrastructure and environment to ensure that

• Students are placed in a position to succeed as lifelong learners. • Students expand their personal, academic, and professional competencies.

Action plan Indicator of success Accomplishment Move all associate degree and technical diploma programs into Phase III of Technical Skills Attainment (TSA)

• Number of programs with Phase III TSA approval

• TSA pass rate

As of June 30, 2017, fifty WCTC programs received WTCS Phase II approval and are collecting assessment data. This is an increase of 16 programs over the prior year. The TSA pass rate was 91.9%, which is a 5.6% decline from the prior year. Three programs had significant declines in their overall passing rate that impacted the College’s overall performance. The Truck Driving program, which included 87 students with a 97% passing rate, was not included in this year’s reporting due to late submission resulting from the course running through the end of June.

Implement the collection of program-level critical life skills (CLS) data.

• Number of faculty responses

• Number of student assessments

During 2016/17, 1,187 faculty-facilitated CLS assessments were completed. Total headcount for CLS assessments was 13,717 students with 16,180 assessments completed. Some students were assessed multiple times.

Analyze program-level student learning evidence (SLE) data for program improvement.

• Number of programs with SLE plan and report in place

The SLE assessment planning and reporting process that drives continuous improvement of programs and courses continues to mature and more programs across the college have adopted the practice. Program submission of SLE plans has increased from 81% in 2015/16, 99% in 2016/17, and 100% in 2017/18. The newer reporting process resulted in 85% of programs filing a follow-up assessment report for 2015/16, which is the last available year data is available; 2016/17 data available November 2017.

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Implement a comprehensive entrance assessment and placement model that measures college and program readiness and appropriately places learners in first semester courses.

• Number of students assessed under new model

Beginning in spring 2018, students who have a high school GPA of 2.7 or higher within the past 15 years will be placed into college-level Math and English.

Research, pilot, implement, and evaluate an automated degree audit system to enable students to navigate their chosen program to completion.

• Readiness for pilot This goal was not accomplished.

Auto complete the pathway to credentials.

• Number of credential awards in high-demand fields

There were 95 embedded technical diplomas awarded to students during the 2016/17 school year regardless if they applied for them or not – 37 in the fall and 58 in the spring. • 994 associate degrees, technical

diplomas and apprenticeships were awarded in spring 2017

• 345 certificates were awarded

Indicators of Success

Target

2013/14 Baseline

2014/15 Actual

2015/16 Actual

2016/17 Actual

Number of programs with TSA Phases III approval 53 10 17 34 50 TSA pass rate 95.00% 91.00% 92.36% 97.50% 91.90% Number of faculty CLS assessments N/A 0 326 573 1,187 Number of student CLS assessments N/A 0 2,346 7,458 15,515 Number of programs with SLE plan/report in place N/A 0 43 60/62 73/NA

Goal: Collaborative Partnerships – We will engage in internal and external partnerships that advance the College mission to build strong communities. Strategic Objectives:


partnerships. Action plan Indicator of success Accomplishment Revitalize the School-to-Work (STW) Consortium to focus on regional career and technical education projects as defined by Superintendents.

• STW Strategic Plan and support infrastructure in place and operational

The School-to-Work Consortium, now known as the Career Prep Council, was formed through Superintendent appointments and consists of 12 representatives, one from each Consortium district. The Career Prep Council met in November, January, March, May, and June and concluded with a Superintendent Update meeting in July 2017. Meetings focused on developing and strengthening pathways and on identifying and sharing resources in the healthcare field. Industry partners and internal staff

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members from the School of Health were present at every meeting to support the Council goals and to provide feedback.

Create a strategy to nurture relationships with the business community for future college investment.

• Infrastructure in place Not accomplished.

Implement a new model of transitioning students from pre-college to post-secondary courses.

• Number of transitional students successfully completing post-secondary courses

Other than the students enrolled in a Dual Enrollment Academy, this was not completed.

Significantly increase the opportunities for credit for prior learning available to adult learners who have acquired technical skills outside of the classroom.

• Number of courses available for work-experience credit

Nine courses have a prior learning assessment (PLA) completed and approved by the WCTC curriculum office. Eighteen courses have completed PLAs and are awaiting approval from the WCTC curriculum office. Fifty-eight PLAs are in development.

Goal: Global Integration – We will cultivate a global mindset in our students and staff to enhance our region’s competitiveness in the global marketplace. Strategic Objectives:

• Develop global competency of WCTC employees. • Create globally competent completers through curriculum and course design, co-curricular activities,

study abroad opportunities, and international student enrollments. • Maintain and expand existing international partnerships with businesses, educational institutions, and

other organizations. Action plan Indicator of success Accomplishment Internationalize the curriculum in associate degree programs.

• Number of new or revised courses with a global component

Ten mini-grants awarded this year, which is double the number from the prior year. Six were for new recipients.

Increase the number of Learning Division employees with a global integration goal.

• Number of employees with a global integration goal

This information was not tracked in the EDAP system so data is not available.

Implement a Bilingual Welding program.

• Number of students enrolled

Twelve students were enrolled in this program.


Target

2013/14 Baseline

2014/15 Actual

2015/16 Actual

2016/17 Actual

Number of new or revised courses with global component

15

5

3

5

6

Goal: Talent Management – We will provide and maintain systems that support a high-performing WCTC workforce that meets the needs of our students and the community.

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Strategic Objectives: • Workforce Planning – Maximize productivity of WCTC’s workforce to ensure the needs of students and

other stakeholders are met. • Career Planning – Increase skill level of employees to allow for professional growth and development

to be successful in their current and future roles. • Succession Planning – Develop, prepare and transition employees for career opportunities at WCTC.

Action plan Indicator of success Accomplishment Implement an adjunct faculty professional development model, which includes a workshop series and online modules.

• Model developed Not accomplished.

Implement new associate degree and technical diploma programs, including Paramedic to RN, Diesel Technician, Healthcare Navigator, Digital Manufacturing Technician, Database Administrator/Business Intelligence/Data Analytics.

• Number of students enrolled in new programs

There were four new associate degree programs approved: Diesel Technician, Manufacturing Engineering Technology, Database Specialist, and Network Security Specialists. Two new apprenticeship programs were started: Welding and Mechatronics.

Increase the number of programs offered in the Blended Options format to target working adults: Real Estate, Global Business, Human Resources, and Quality Management.

• Number of programs offered in Blended Options format

• Number of students enrolled in Blended Options programs

There were ten associate degree and four technical diploma programs offered as Blended Options. There were 740 students (duplicated count) enrolled in courses coded as Blended Options.

Define, inventory, expand, and market career pathways to a segmented audience.

• Infrastructure in place • Number of students

earning pathway credentials

Career Pathway inventory is completed and updated on an annual basis. Twenty-eight pathway visuals are available at www.wctc.edu/pathways. Career Pathways Coordinator collaborates with other state coordinators to learn and share best practices in an attempt to scale career pathways across the state. Coordinator supports pathway work with K-12 districts and four-year partners

Implement a data-driven process to optimize program mix.

• Process developed and in use

A program viability report was developed with the Deans and Institutional Research staff. The metrics are now included in the Vital Signs report.

Additional Goals

Goal: Maximize college resources in the learning process.

Target

2013/14 Baseline

2014/15 Actual

2015/16 Actual

2016/17 Actual

Cost per student contact hour $21.00 $20.55 $23.00 $23.00 $22.52 Cost per student FTE <$19,000 $16,715 $18,471 $18,959 $18,079 Average class size 17.00 13.96 13.60 15.00 15.00

http://www.wctc.edu/pathways

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ANNUAL COLLEGE ASSESSMENT REPORT STUDENT SERVICES DIVISION For the fiscal year ending June 30, 2017

Division Activities The Student Services Division provides admissions, testing, career development, job search, registration, student records management, financial aid, counseling, advising, student development, student accessibility, and Academic Support. Other services and activities include international student admission and advising, student government, student activities and organizations, student orientation, leadership development, multicultural student resources, and student conduct. The Library acquires resources that support programs and courses, offers Library orientation and instructional workshops, subscribes to the interlibrary loan (ILL) services and makes referrals to outside resources.

ACCOMPLISHMENTS



Action plan Indicator of success Accomplishment Develop a comprehensive recruitment and retention system for student veterans and military students.

• Model created • Improved retention

rates • Decreased annual loan

indebtedness • Student usage rates

The Armed Forces Student Center (AFSC) has created a greater awareness of services offered to student veterans and their families. • The AFSC participates in WCTC Open

Houses and other recruitment events. • The Veterans Club (the Alliance)

meets on a regular basis and sponsors various activities to promote its mission.

• Veterans Week events included ‘Walk in Their Shoes’, tactical training simulation, GI Johnny and a ruck sack walk.

• Other activities included lunch and learn series, food drives, clothing drives, Project 22, support for the Human Society and ‘Give a Hoot, Come Salute.’

• Three hundred ten veterans participated in AFSC activities or received other student services on campus.

• Retention rates improved. • Loan indebtedness decreased.

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Propose an intervention method by which to aid students in making an informed decision prior to withdrawing from WCTC.

• Intervention model ready for 2017/18 implementation

Stop Before You Drop Campaign was created and implemented. • Hard copy and electronic forms

identify several key contact points students should make to receive assistance before dropping courses.

• Provided training to Enrollment Center staff and attended department and division meetings.

• Updated monitors with Stop Before You Drop messages.

• Flyers were placed across campus to inform students of consequences of dropping a class. Message was also added to the portal.

• Instructional Managers were notified of the Stop Before You Drop Campaign.

• Reports were created in Cognos for managers to use.

Develop a leadership academy to support the academic and professional aspirations of minority students to increase retention and completion rates and to foster the leadership and citizenship skills of participants.

• Enhanced retention rates for participants

• Increase in leadership skills for participants

Multicultural Leadership Academy was held. • Leadership and citizenship skills were

fostered through: o NSLDC in Chicago – March o USHLI Conference – February o MGLGTACC Conference –

February o Externships on campus for work

experience o Monthly group presentations

attended and rated only by faculty and staff. All students in the program were present as well

o Several community service projects

o Reception May 2017 to celebrate program completion

Enhanced retention rates achieved • Number of applicants – 95 • Number selected – 40 • Completion – 30 • Retention rate – 75% • Cumulative GPA

o Academy Leaders – 3.08 o Academy Scholars – 3.00

• Graduated May 2017 – 11 Clarify and revise the Academic Standing Policy to develop effective interventions that lead to better

• Policy and procedure approved

• Procedure implemented 2017/18

New process identified and implemented. Deans and Presidents Executive Cabinet approved revised policy. Updated wording on letters and emails to students.

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persistence rates of students who are placed on academic warning.

Report identified and created for student outreach. Changes included: • Changed four levels to three • Academic Standing evaluation based

on term GPA instead of cumulative GPA

• Student can return to good standing from Academic Warning and Academic Probation with one term GPA > 2.0

Procedure to be implemented 2017/18. Responsibility for Academic Standing shifted from counseling to academic advising.

Develop measurable student learning/student experience outcomes for each department within the Division in order to assess service delivery to students.

• Measurable outcomes developed for each department

• Plan to close the feedback loop developed for each department

Each department submitted assessment plans for at least one of their activities. As a result of staff turnover, a new team champion was identified and Student Services recently developed a new assessment team structure that is also incorporated into the overall SLE structure.

Clarify and optimize the onboarding experience of students who apply to WCTC to reduce early attrition.

• Current state clarified • Recommendations to

key stakeholders proposed

• Transformational changes implemented

• Incremental changes implemented and inventoried

Current state of admission process was reviewed and clarified. Behind-the-scenes work as it related to functional areas, including incremental changes in the Admissions Department, was completed. In fall 2016, a survey was administered to the following student groups: admitted but not yet enrolled, not admitted, and not enrolled to determine why they did not complete the enrollment process and enroll in classes. Survey will be repeated earlier in fall 2017 to improve response rates. The SEM Team walked through career development and assessment services from the Recruitment and Career Services perspective to better understand these supportive services and to assess where in the enrollment process the services could be used to enhance the student experience.

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Utilize the mid-term status report to develop effective interventions that lead to successful course completion.

• Intervention developed

• Interventions assessed

Email to send to students was developed, which explained mid-term status and what it meant as well as what resources were available. This was implemented in fall 2016 and continued again in spring. • In fall 2017 focus groups will be held

with students who received a no pass in the spring semester to determine what aspects, if any, helped from the letter.

• Read receipts were discussed to analyze the number of students who opened the letter.

• Questions received by the Retention Coordinator as a result of the letter will be considered for incorporation into the next version of the mid-term status letter.

• When comparing fall 2015 with fall 2016, 4% more students went from not passing at mid-term to passing at the end of the term.

• When comparing spring 2016 to spring 2017, 3% more students went from not passing at mid-term to passing at the end of the term.

Assess the practice of placing holds on student account and propose changes to improve educational progress and registration.

• Necessary holds are clearly defined and understood by employees

• Hold process is well-communicated to students

• Increased registration rates for students with holds

All holds were inventoried and reviewed for appropriateness in usage and coding. Revisions were made in cooperation with the department. Minimal standards of communication to the student regarding the placement of a hold on their account were established. Hold procedure for placing a reason and phone number was implemented in fall 2016 with the data to be gathered in fall 2017.

Leverage Student Strengths Inventory to develop and pilot programming that responds to assessment results for a narrowly defined group of students.

• Target group identified and baseline established

• Interventions developed

• Interventions assessed

WCTC did not move forward with the Student Strength Inventory product. New products will be researched.

Revise the Student Handbook to accurately reflect college policies, procedures, and language that is consistent with WCTC’s mission, vision, and values as an institution.

• Identified revisions made

• Policies and procedures revised with key stakeholder input

Student Handbook was revised to reflect the updated policies and procedures that are crucial for student success. Student Handbook is available at each New Student Orientation for all incoming students.

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• Communication plan to disseminate changes implemented

Full policies and procedures are available on the portal for student and employee usage.

Implement revised developmental education practices in order to accelerate students’ pathways toward, and increase in, gateway courses.

• Current state clarified • Policies and

procedures revised with key stakeholder input

• Processes for new developmental educational model implemented

Team reviewed and clarified current state of developmental education and mapped process. Team looked at the current state of English as a Second Language (ESL) and examined enrollment numbers and the number of students transitioning from the Waukesha campus to the Pewaukee campus. An Accelerated Learning Program (ALP) for Intro to College Writing and English Comp was piloted. A focus group is planned with these students to obtain feedback on the pilot. A pilot of ALP Fundamentals of Math and Math with Business Apps are planned for the future. The team did a curriculum analysis of Reading and Writing courses, looking for duplication in classes. Pre-College Reading and Pre-College Writing courses were created. TABE assessments is a free option from the Academic Support Department to help students improve test scores on the Accuplacer test. TABE testing will be available in the Student Enrichment Center (SEC) Writing and Reading centers.


Target

2013/14 Baseline

2014/15 Actual

2015/16 Actual

2016/17 Actual

Improved Veterans/military student retention rates

68.00%

67.60%

65.89%

68.50%

69.40%

Number of documented Veteran/military students and dependents served by WCTC

350

353

280

352

310

Minority students retained 250 232 217 253 235 Minority student retention rates N/A 44% 47% 48% 47%



partnerships. Action plan Indicator of success Accomplishment

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Contribute to Veteran and military student success by developing internal and external partnerships that support the operations of the Veterans Center.

• Partner rotation schedule developed

• Student Veterans served

• Improved retention rates

• Decreased annual loan indebtedness

External partners utilized the center on an ad hoc basis. Internal partners regularly allocated time to deliver services in the Veterans Center. Retention rates improved. Loan indebtedness decreased. Three hundred ten Veteran students participated in AFSC activities or received other student services on campus.

Develop a strategic communication plan between Student Services and other divisional areas.

• Plan activated • Participants informed

and empowered

Team purchased a Go Pro to take short videos to promote what Student Services is doing. Go Pro videos not implemented due to technical issues with existing campus software. Team may use a YouTube channel for distribution. Team sent a survey to Student Services division staff regarding communication. The majority of the employees felt informed or very informed. Immediate changes to communication included the addition of a Vice President update included in the Divisional monthly update. Updates are now mailed to all division staff and archived on SharePoint.

Develop a strategic communication plan amongst and within divisional departments.

• Plan activated • Participants informed

and empowered

Department updates posted on the Student Services SharePoint site and emailed to all division staff monthly. Division-wide meeting held October 2016 with a tour of each Student Services department. In March 2017 each department did a presentation relating to their department.

Minimize duplication and leverage expertise to serve students efficiently and effectively through role clarification within the Division.

• Services clearly delineated and documented

• Student referrals made efficiently and effectively

• Instructors express a sense of understanding

Team ran a Family Feud game and distributed the WCTC Student Services Division Snapshot handout to faculty in January 2016 and to division staff in July 2016 at the summer division meeting. In October 2016 division meeting, a tour of each department was conducted. In November 2016 faculty received a tour of the division departments during their in service.

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In February and May the Administrative Professionals Support staff received tours of these departments. The Team used the 2015 Noel Levitz Student Satisfaction Survey results to assess students’ view of student support services and appropriate referrals. The team looked specifically at item 37 – I seldom get the run around when seeking information on this campus. Students rated this item as more important than the national average and WCTC results showed a significantly higher satisfaction level on this item than the national average. A behavior modification faculty in-service focused on Student Services and the needs of WCTC students.


Target

2013/14 Baseline

2014/15 Actual

2015/16 Actual

2016/17 Actual

Improved Veterans/military student retention rates

68.00%

67.60%

65.89%

68.50%

69.40%

Veterans/military annual student loan indebtedness

$5,980

N/A

N/A

$6,204

$6,015

Number of documented Veteran/military students and dependents served by WCTC

350

353

280

352

310




other organizations. Action plan Indicator of success Accomplishment Expand access to specific global educational and/or experiential opportunities to WCTC staff at all levels.

• Increase staff participation in global education 5%

Global Showcase held September 2016. Global Education Center introduced new event: Culture Café. In November, February, March, April and May a global region and beverage was featured and advertised to all students and staff. The Global Education Center purchased Rick Steves Europe DVDs. Lunch and learn events planned for students and staff next semester.

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Flag and country trivia held each week. Scope of Global Showcase was expanded in April 2017. Global Education SharePoint site’s calendar updated with events and forms.

Integrate global opportunities throughout students’ interactions with division processes and services at WCTC.

• All functional areas within the division can demonstrate how students experience global integration with their services

Library • Library regularly collaborates on

purchase of globally themed documentaries and materials for the Library’s collection.

• Library has a presence at WCTC’s International Education Week celebration and semi-annual Global Showcase.

• Library staff created a LibGuide to assist students in researching the countries to which they travel on WCTC’s education abroad programs.

Student Development/Student Life • Student Life supports education

abroad students through stipends available from Student Government Association (SGA)

• Student Life works with Global Education on the organization, promotion and space reservations for Global Education events.

• Student Development assists in vetting education abroad applications through student conduct records.

Compliance • Compliance plays a critical role in the

selection of education abroad participants when a student conduct or public record violation comes to light during the application vetting process.

Counseling, Advising, Student Accessibility • Counseling provides important

services to WCTC’s international student population. o Face different challenges than

domestic students o Depend on Counseling services to

help balance personal and academic lives

o All education abroad program students attend a workshop on culture shock to help overcome stress while traveling

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• Advising assists international students to complete their program in the time allotted by their F-1 status

o Ensure student connected to appropriate resources on campus to ensure success

o Inform domestic students about educational abroad opportunities available in their program

o One-on-one sharing of benefits of education abroad to help students decide on participating in experience

o Applicant discloses a disability or need for accommodation if selected for education abroad program

Career Connections • Career Connections and Global

Education jointly developing a workshop for education abroad alumni to give them the tools necessary to better highlight international experiences in their resume and in job interviews. o Workshop will be available for

education abroad faculty to schedule with their students after returning from the trip.

o An abridged version available to help students understand the benefits of education abroad in hopes of increasing participation.

• Global Education will conduct a site visit to Ireland in September 2018 to build a package and provide international internships to interested students. Career Connections and Global Education will work together to ensure a quality internship experience.

• Career Connections, Advising, and Global Education collaborate to ensure F-1 student completing an internship has taken necessary steps to maintain visa compliance during the employment experience (Curricular Practical Training – CRT)

Admissions and Testing

22

• Admissions processes new international student inquiries and applications and to ensure appropriate information is provided to non-citizen applicants.

• Testing and Global Education work together during the F-1 international student applicant process to ensure applicants have necessary skills to begin at WCTC and successfully complete their program in the allotted time provided by their F-1 status.

Registration • Registration is the front line when

answering global education-related questions from students.

• Registration staff run reports each semester on the registration status of international students to ensure compliance.

• Registration assists international students regarding their student account status.

Financial Aid • Financial Aid and Global Education

work together to ensure education abroad students are aware of the type of aid they can receive after being selected.

• Global Education relies on work-study students to staff the Center.


Target

2013/14 Baseline

2014/15 Actual

2015/16 Actual

2016/17 Actual

Staff participation in global events 50 37 44 41+ 60+

Goal: Talent Management – We will provide and maintain systems that support a high-performing WCTC workforce that meets the needs of our students and the community. Strategic Objectives:

• Workforce Planning – Maximize productivity of WCTC’s workforce to ensure the needs of students and other stakeholders are met.

• Career Planning – Increase skill level of employees to allow for professional growth and development to be successful in their current and future roles.

• Succession Planning – Develop, prepare and transition employees for career opportunities at WCTC. Action plan Indicator of success Accomplishment Develop and promote a professional development plan for new and current employees within the division that leverages college-wide benefits, resources, and expertise.

• All division staff participate in at least one professional development opportunity

Human Resources representative attended July 2016 division meeting to discuss WCTC’s tuition reimbursement process.

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Team goal is to distribute professional development funds in an equitable manner across all departments. The Team met with Human Resources to review the Cornerstone Employee Development, Achievement and Performance (EDAP) product for on-line professional development modules. Team plans on having Human Resources manager train managers at an upcoming meeting.

Additional Goals

Goal: Increase student completion rates.

Target

2013/14 Baseline

2014/15 Actual

2015/16 Actual

2016/17 Actual

Student FTEs without dual enrollment 4,350 4,330 3,960 3,760 3,575 Student FTE’s with dual enrollment 4,350 4,888.5 4,560.6 4195.1 3972.4 Number of program graduates 2,040 2,403 1,894 2,002 2,019 Student headcount 22,800 27,480 26,153 22,772 21,302

Goal: Increase application numbers.

Target

2013/14 Baseline

2014/15 Actual

2015/16 Actual

2016/17 Actual

Number of applications 7,000 6,945 6,317 6,029 5,690 Number of admitted applicants 4,000 4,035 3,552 3,333 3,095 Number of admitted and registered applicants

3,000

3,122

2,769

2,727

2,590

Goal: Students feel connected to the college community.

Target

2013/14 Baseline

2014/15 Actual

2015/16 Actual

2016/17 Actual

Number of student organizations 29 25 25 25 25 Number of service learning hours 38,000 33,000 29,000 18,000 22,000 Diversity/cultural awareness Number of events Number of participants

25

1,600

51

2,290

38

1,895

19

1,129

26

1,541

Goal: International experiences broaden student’s knowledge base.

Target

2013/14 Baseline

2014/15 Actual

2015/16 Actual

2016/17 Actual

Number of education abroad activities 6 5 7 5 5 Number of F-1 international students 22 8 19 11 12 Number of formal international partnership agreements

5

5

5

5

5

Goal: Students are prepared to enter the workforce.

Target

2013/14 Baseline

2014/15 Actual

2015/16 Actual

2016/17 Actual

Number of students attending Pre-Co-op or internship workshop

135

201

218

137

0

Number of students enrolled in Co-op or internship program

320

282

262

23

234

24

Goal: Area employers have access to highly qualified and skilled workers.

Target

2013/14 Baseline

2014/15 Actual

2015/16 Actual

2016/17 Actual

Number of job openings in Wisconsin TechConnect from area employers.

49,613

40,068

52,709

63,495

58,025

Number of employers participating in job fairs

192

269

302

294

311

Goal: Studnets and other designated clients make informed educational and career decisions.

Target

2013/14 Baseline

2014/15

Actual

2015/16

Actual

2016/17

Actual Number of adults and youth participating in Career Development Services

7,300

6,596

6,676

7,500

6,798

Goal: Increased student retention rates through library usage.

Target

2013/14 Baseline

2014/15 Actual

2015/16 Actual

2016/17 Actual

Number of information/reference questions

7,500

6,796

5,926

5,518

6,391

Number of information literacy instructional sessions

275

242

216

210

179

Number of database searches 3,800,000 3,258,972 3,644,364 3,479,234 3,378,020 Number of technology checkouts 3,500 3,048 3,397 1,683 9,785

25

ANNUAL COLLEGE ASSESSMENT REPORT PRESIDENT’S OFFICE

For the fiscal year ending June 30, 2017

Division Activities The President’s Office provides support for the WCTC District Board, overall college leadership and educational programming, legislative activities, public relations, and revenue development. Human Resources Services provides services that include recruitment selection and employment, compensation and benefit programs, administration, employee orientation, training and development, personnel records and position control, certification, diversity, affirmative action, risk management, environmental health and safety office, and wellness programs. The Center for Quality and Innovation (CQI) provides coaching and facilitation to staff for the continuous improvement of teaching, learning, and working throughout the college and provides training related to quality improvement processes and tools. The function I also responsible for the strategic planning process and deployment of teams aligned to the Academic Quality Improvement Program (AQIP) categories. The Center also supports the College President with executive coaching and weekly facilitation of Vice President and President’s Executive Cabinet (PEC) meetings. ACCOMPLISHMENTS



Action plan Indicator of success Accomplishment Increase instances of student success stories featured in traditional media and social media as well as interactions with state officials and legislators.

• Increased coverage of student success stories

Public Relations implemented an online Newsroom that features student success stories. Posts on the Newsroom can also be posted to social media. Students interacted with several legislators and government officials, including Governor Scott Walker, Representative Dale Kooyenga, President Donald Trump, US Secretary of Labor Alexander Acosta, and US Secretary of Education Betsy Devos.

Complete the Academic Quality Improvement Program (AQIP) Systems Portfolio.

• Systems Portfolio submitted to Higher Learning Commission timely

The following reports were completed as part of the AQIP re-affirmation process: • 2016 Higher Learning Commission

(HLC) AQIP Systems Portfolio was submitted November 1, 2016.

• Systems Appraisal Feedback Report was received 2/13/17.

• The Quality Highlights Report and Federal Compliance Report were submitted July 2017.

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• Staff prepped for the Comprehensive On-Site Review visit scheduled for September 25 – 27, 2017.

Implement strategic recommendations from the Marketing consultant for target marketing and recruitment efforts to maximize results and develop metrics and benchmarks to evaluate changes and effectiveness.

• Student enrollments in market segments increased

• Recruitment and marketing efficiency improved

The CRM (Customer Relations Management) Team formed and planning begun. • A process map was created which

included customer touch points of communication that can be targeted to different segments.

A web team was formed to create a new website designed for focus on target markets. Spring open house campaign focused on the adult learner. Responsory hosted an adult micro-site October 2016 to May 2017. The spring edition of the College Connections focused on the adult learner. Recruiting hosted information sessions in Spanish for the Hispanic community.

Integrate knowledge of logic model, data inventory and dashboard into facilitation skills training and provide coaching to Strategic Enrollment Management (SEM) and Strategic Planning Teams.

• Logic model and data inventory used with correct data elements

• Collection methods identified

A logic model and data inventory was used for strategic enrollment management. • Data collection flow chart and

responsibilities were outlined. A Data and Information Team II was formed. • Team focused on use of a logic model

in identifying measures for strategic planning.

One-on-one coaching was provided on the logic model as required by the Center for Quality and Institutional Research and Effectiveness Department. The use of a logic model for the new strategic plan was delayed until fiscal year 2018.



partnerships.

27

Action plan Indicator of success Accomplishment Enhance and develop college-wide security and emergency preparedness through partnership with Pewaukee Police Department and Districts Mutual Insurance.

• Improvements documented in plan

A new Business Continuity Plan has been completed with the assistance of Districts Mutual Insurance. Moving Banner to the cloud in fall 2017 will improve business continuity and staffing.

Revamp the position analysis and employee classification process.

• Process reconfigured Phase I of information gathering and choosing a vendor to work with the college on this process has been completed.

Conduct a salary/compensation survey to see how WCTC’s ranges compare to the market.

• Survey completed The first phase of this process has been completed with choosing a vendor and having senior leadership develop an overall compensation philosophy. A survey was completed and key drivers identified, which will be used in developing the compensation operational plan.

Implement an annual Legislative Action Plan to increase awareness of WCTC’s initiatives.

• Plan implemented Public Relations implemented a Legislative Action Plan that focused on bringing together legislators, students and employers. An example would be Representative Dale Kooyenga’s visit to the Dual Enrollment Academy to meet with students and participating employers.

Determine appropriate level of President’s involvement in promoting and advocating WCTC’s service to business and industry in order to increase and diversify WCTC’s revenue base.

• Role identified The President has increased visibility with business and industry representatives in Waukesha and Milwaukee Counties. The President has been asked to be on panels for manufacturing on-ramp, moderating women in manufacturing, and Wisconsin Manufacturers and Commerce annual conference events. The President serves on the Waukesha Business Alliance and Early College Operations boards and is a member of the TEC 6 group, consisting of Chief Executive Officers (CEO) from various parts of the state to discuss CEO-level issues and to network with Fortune 500 companies. These efforts have led to an increased knowledge of WCTC, connections with college divisions and programs, and increased internships and placement opportunities for students.

Develop an environmental scanning process for new program development that utilizes staff across the college.

• Team identified • Scope of work defined

Institutional Research and Effectiveness (IRE) staff and the Deans have reviewed current program offerings (Program Vitality Report) and have identified programs needing attention.

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IRE staff worked with the Deans and Associate Deans to identify new program areas, such as aesthetician, manufacturing technology, and cyber security for new program startups. New programs are developed using environmental scanning and input from local employer advisory committees.

Conduct a plan-do-study-act analysis of the last strategic planning process that includes researching best practices, enhances the data component of the plan, uses information from the Marketing recommendations, and identifies an innovative strategic planning model to engage all stakeholders in the development of the next plan.

• Best practice identified

• Current customer/market segmentation information attained

• Planning model identified

• Plan developed

New vision statement and strategic goals were developed by the President’s Executive Cabinet (PEC) in preparation of the July 2017 WCTC Board Retreat utilizing benchmarking against best practices. A strategic planning maturation document (PDSA) was created, which was aligned to strategic planning elements, AQIP process, and the results maturity in preparation for the July WCTC Board Retreat. Over forty different environmental scanning documents were identified and used to develop the new strategic plan as noted in the strategic planning maturation document. A planning model was identified. The WCTC Board approved rolling the 2014 – 2017 strategic goals over one additional year due to the AQIP re-affirmation process occurring in September 2017.




other organizations. Action plan Indicator of success Accomplishment Recognize on a student’s transcript courses that met globalization requirements.

• Eight courses will be recognized as global courses.

Due to other time commitments, this was not done.

Develop increased knowledge of international quality principles and best practices in education and incorporate this into existing quality and facilitation skills curriculum.

• Principles and practices integrated into existing curriculum

Integrated concepts from Attending the UW Madison Continuing Education program ‘Mastering Facilitation for Cross-Cultural Groups and Global Teams’ into 2016 facilitation skills training. Training

29

was based on the book ‘The Culture Map’ by Erin Meyer.




• Succession Planning – Develop, prepare and transition employees for career opportunities at WCTC. Action plan Indicator of success Accomplishment Implement and evaluate the New Employee Development and Assessment Process (EDAP) using the new performance management system.

• 100% positive feedback received

The first two phases of the implementation is completed. The evaluation of the effectiveness and improvements will occur in 2018.

Develop and implement a workforce planning plan.

• Clear succession plan for key positions in place

The Vice Presidents will work on this plan in FY 18.

Implement a Knowledge Management System (KMS).

• Training, certification, and professional development tracked through KMS

This will occur in FY 18.

Evaluate and reshape the in-house staff recruitment strategy, including processes, systems, measurements, and optimization.

• Competent and engaged new hires

• Increased employee retention

• Customer satisfaction

This has been finalized and is in place. The process for recruitment and hiring are considered a best practice in the system and has received compliments from staff that have worked externally with other organizations with their recruitment.

Implement annual media training sessions for President’s Executive Cabinet, subject-matter experts, and WCTC Board members.

• Annual training implemented

Due to time constraints, media training was limited to Board members to provide talking-point one pagers as needed. PEC members were trained on an as-needed basis.

Overhaul the WCTC Board member onboarding process for new board members.

• Updated process implemented

The Board member onboarding process was overhauled and implemented. A survey was sent to new board members participating in the new on-board process for continuous improvement.

Increase staff and faculty publicity via traditional media, social media, and internal communication methods.

• Increased number of success stories promoted publically and internally

The Newsroom has allowed Public Relations to increase the number of stories told about faculty and students. The Newsroom has analytic capabilities to see how many people read those stories. Internal communication has been enhanced to allow employees to view stories by receiving the link.

Investigate and select a board management software product for

• Software selected A decision was made to hold off on implementing a Board management software system at this time. Board

30

organizing and retaining all WCTC Board documents.

• WCTC Board members trained

packets are available on the WCTC website, which allows board members to receive a link to the information.

Enhance the new employee onboarding process using quality tools in the Explorer series and one-on-one coaching.

• Participant assessment demonstrates competency

• Number of one-on-one coaching sessions conducted

The Quality Overview in the Explore Series: People and Operations now includes a pre- and post-assessment.

Expand WCTC Board Member’s awareness and knowledge of Title IX regulations.

• Training conducted Human Resources has provided presentations at the WCTC Board meetings on Title IX compliance and this is also covered in Board orientation sessions.

Additional Goals

Goal: Employee success metrics.

Target

2013/14 Baseline

2014/15 Actual

2015/16 Actual

2016/17 Actual

Average age N/A 50.0 50.0 50.0 44.0 Job openings Requisitions filled Percent of diverse hires Percent of positions filled internally Percent of internal fills that were promotions

50

15% 50% 80%

73 8%

33% 71%

76

18% 50% 95%

97 3%

52% 72%

78 4%

49% 68%

Employee turnover (excludes retirement) 3.0% 3.2% 4.7% 5.8% 8.7% Retention rate 95.0% 96.7% 95.3% 94.0% 91.3% Workforce analysis – Gender Women Males

60% 40%

64% 36%

65% 35%

64% 36%

62% 38%

Workforce analysis – Ethnicity Minorities Caucasian

10% 90%

11% 89%

10% 90%

9%

91%

10% 90%

Goal: Improve employee health through participation in wellness programs.

Target

2013/14 Baseline

2014/15 Actual

2015/16 Actual

2016/17 Actual

Number health risk assessments 230 210 223 220 175* Number employees earning wellness rewards

210

176

212

225

225

Wellness program participation 320 315 340 350 332 Coaching participation Registered Completed

120 100

85 80

67 34

62 29

70 42

31

ANNUAL COLLEGE ASSESSMENT REPORT STRATEGIC MARKETING, INNOVATION AND

EFFECTIVENESS DIVISION For the fiscal year ending June 30, 2017

Division Activities The Institutional Research and Effectiveness (IRE) Department provides leadership and expertise in planning, designing and conducting research and developing academic offerings; and ensuring quality by administering and coordinating the college’s accreditation and evaluation processes. Office of Grants and Resource Development (OGRD) provides support to the college community on development of externally funded grants and contracts; pre- and post-grant award administration, identification of funding sources, development of internal and external partnerships, approval and submission of all grant applications, including electronic submissions; grant administration services, including policy and procedure review, federal and state compliance monitoring, subgrant approval and audits, staff training, and project performance reporting; oversight of college grants, contracts, and client reporting systems to comply with WTCS reporting requirements; and grant budget development support. Marketing/Communication Services provides marketing, advertising and communications services designed to promote and foster a positive image and communicate effectively to college internal and external stakeholders. The Recruitment Department promotes WCTC to potential students, their parents, and the community using a variety of methods, such as open houses and meetings with students at the high schools with the goal of potential recruits becoming WCTC students. ACCOMPLISHMENTS



Action plan Indicator of success Accomplishment Identify external funding opportunities to support goals related to competent completion strategies as determined and defined by departments.

• Increased funding levels

• Number of records in SharePoint site

Over 200 grant opportunities were identified beyond state general purpose revenue (GPR), Perkins, and Adult Education Federal Literacy (AEFL) grants. • 41 grants submitted • 33 grants approved • $2,107,532 funds awarded, excluding

match • $4,604,844 total funding, including

match Analyze labor market to support decision making as it relates to the development of externally funded projects, program development, program mix, and program review and discontinuance.

• Quarterly reports generated

• Reports generated for new program ideas

Labor market information is included in the Quality Review Process (QRP), program viability reports, and new program development process. • 5 new programs developed

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• 1 program in development - Aesthetician

Implement the Marketing Strategic Plan. • Identify areas for growth • Develop and implement best

recommendations

• Admissions applications increased

• Return on investment after six month period

Number of applications continues to decline. CRM implementation planned for spring 2018. Application-to-admitted rate increased. An adult microsite was piloted. Campus Connections magazines were targeted to either the adult or to the traditional market. SOMOS activities implemented by Recruitment were targeted to the Hispanic population. The marketing plan will be updated in 2017/18.

Initiate a customer relations management (CRM) system for tracking inquiry to admissions.

• Admissions applications increased

• Admission conversion rate increased

Process mapping is complete. Implementation was delayed due to moving Banner system to the cloud. CRM is planned to be launched on or before March 2018.

Promote adult students in all Marketing materials, including gear copy photos and testimonials, to encourage adult populations to attend WCTC.

• Adult admissions increased

Billboards focused on hiring of recent grads. Campus Connection’s spring edition focused on adults. Efforts were made to include multiple segments in the catalog, Student Handbook, web, etc.

Focus on adult learner at Spring All-Campus Open House.

• Adult learners attending open house increased

• Admissions applications for adult learners increased

Spring open house advertising focused on the adult learner.



partnerships. Action plan Indicator of success Accomplishment Identify and coordinate funding opportunities with the WCTC

• New partnerships formed

This is ongoing. No notable projects were done this year.

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Foundation and other technical colleges.

• External funding increased

Address academic performance deficiencies through targeted ideas and concepts.

• Number and quality of grants increased

• Number of grant records on SharePoint site

Quality of submitted grant applications were greatly improved. New process was developed and will be refined for FY 18.

Provide new and innovative project concepts designed to support student learning and development to departments.

• New student educational opportunities available

• Number of records in SharePoint

Over 200 grant opportunities were presented

Write and submit the Academic Quality and Improvement Program (AQIP) Systems Portfolio to the Higher Learning Commission by due date.

• Systems Portfolio submitted on time

The AQIP Systems Portfolio was completed and submitted. Feedback Report was received in February 2017. A response to the Feedback Report was submitted in July 2017.

Pilot a WCTC Speakers Bureau. • Events held • Events evaluated

This goal was placed on hold due to other priorities.

Expand the Data Dashboard to enhance use of data in decision-making.

• Dashboard updated The Data Hub was completed. A Data and Evidence In-service for faculty was held January 2017.

Expand career coaching with K-12 districts.

• Number of K-12 schools and students using career coaching increased

All school districts now have career coaching in some form.

Implement National Signing Day. • Signing Day held This goal was delayed until February 2018. Improve collaboration within the division through retreats held each semester.

• Retreats held • Positive feedback

received

Division retreats were held in October and March.




other organizations. Action plan Indicator of success Accomplishment Seek professional development funding opportunities for staff to travel abroad to gain experience in global markets, economics, and cultures.

• Increased professional development funding available

No additional funding was established.

Integrate global competencies into all materials being developed during program development and program review processes.

• Global competencies included in course and program materials

Global competencies are included in all new programming.

34




• Succession Planning – Develop, prepare and transition employees for career opportunities at WCTC. Action plan Indicator of success Accomplishment Improve the Office of Grants and Resource Development’s SharePoint resource library with training materials and tools to support campus staff.

• Resource library expanded

SharePoint site was updated. A Grant Data Hub was developed.

Support cross-functional training of all departmental staff for succession planning purposes.

• Training received Two employees attended the Chair Academy Conference with the Vice President. Five employees attended and presented at the Higher Learning Commission Conference. Staff members attended state-called meetings and other trainings as appropriate for their areas.

Develop a recruitment tool kit for faculty and staff to use.

• Tool kit developed This goal is in process.

35

ANNUAL COLLEGE ASSESSMENT REPORT COLLEGE OPERATIONS AND INFRASTRUCTURE

INNOVATIONS DIVISION For the fiscal year ending June 30, 2017

Division Activities Facilities Services provides services that include planning, budgeting, operating, and maintaining college facilities; remodeling, renovating, and constructing facilities; master facility planning; campus infrastructure maintenance; custodial services for buildings and grounds, property leasing agent services; outreach campus administration; education center management, Print Shop services; and mailroom services. Financial Accounting Services is responsible for all financial activities and related records of the college, including accounts payable, payroll, grant and financial aid management and billing, budgeting, cash management, debt management, accounting, internal controls, auditing, accounts receivable and collections, capital assets tracking and monitoring, and procurement. The department also provides accounting services to the WCTC Foundation and oversees on-campus food service and vending contracts. The Vice President – Finance oversees the division. Information Technology Services (ITS) provides college-wide network support for administrative and instructional applications; college-wide telecommunications and voice mail administration; database administration, information systems development, and support for WCTC and the WTCS Banner Consortium; telecommunication support for distance learning; student computing support; WTCS reporting coordination; service desk support for college-wide applications; computer equipment consulting and maintenance; telecommunication equipment consulting and maintenance; Workforce Development Center network and telecommunications systems support; instructional technology consultation; media services, liaison for statewide technology initiatives and agreements; and college-wide software license agreements monitoring. The Bookstore is a retail shop that provides textbooks and other products that students need to be successful at WCTC. ACCOMPLISHMENTS



Action plan Indicator of success Accomplishment Update and implement the Facilities Master Plan • Culinary Phase II • Upper C remodel • EVOC training facility • Cosmetology expansion

• Completed on time and under budget

Culinary project – Phase II is underway and scheduled to be completed August 11, 2017. Upper C project was completed on time and within budget. EVOC training facility project is underway and scheduled to be completed September 30, 2017.

36

Approved hours of operation for the EVOC track were lowered from WCTC’s request when the Village of Pewaukee approved the conditional use permit.

Cosmetology project is underway with completion scheduled for October 31, 2017.


• Deliver continuous improvement solutions through cross-functional teams and collaboration.• Align and create innovative workforce solutions to meet community needs through collaborative

partnerships.Action plan Indicator of success Accomplishment Reduce Bookstore and Library costs by creating partnership between the Bookstore, Library, and other colleges.

• Deeper discountsreceived

• Lower shipping costs• More collaborative

partnerships

Tech Store will open fall 2017.

Strong working partnership formed between the Information Technology Services Department and the bookstore for the TechEx Center.

WCTC has entered into an agreement with Apple to become an Apple certified reseller, which will allow WCTC to receive rebates up to 11% on Apple products.

Increase efficiencies in billing and collection processes by implementing enhancements in the Banner accounts receivable module.

• More Bannerfunctionality used

• Streamlined processes• Improved accuracy

It was determined that the current processes were more effective than some of the other functionality within the Banner system.

Implement at least two modules of Banner XE.

• Two modulesimplemented

The advisor and counselor modules of Banner 9 (formerly called Banner XE) were successfully implemented in summer 2017.

Implement at least ten recommendations to reduce cyber security risk.

• Ten of 32recommendationsimplemented

The following recommendations were implemented: • Information Security Officer named• Firewall equipment updated• Firewall rules increased• Two-factor authentication

investigate; will be implemented in2017/18

• Phishing email assessment performed• Cyber security training added to the

EDAP system• PhP version on web servers were

updated• In process of moving Banner system

to Ellucian cloud

37

• Centralized software used to managemobile services

• Encryption software installed on stafflaptops


• Workforce Planning – Maximize productivity of WCTC’s workforce to ensure the needs of students andother stakeholders are met.

• Career Planning – Increase skill level of employees to allow for professional growth and developmentto be successful in their current and future roles.

• Succession Planning – Develop, prepare and transition employees for career opportunities at WCTC.Action plan Indicator of success Accomplishment Hire and train a Controller due to workload demands and succession planning.

• Position created andfunded

• Controller hired• Controller trained

Controller position filled August 2016. Controller has spent the first year learning his job and his staff’s jobs. He will be learning Vice President – Finance’s job responsibilities beginning with his second year.

Additional Goals Goal: Ensure fiscal health and good stewardship of taxpayer funds. Target

2013/14 Baseline

2014/15 Actual

2015/16 Actual

2016/17 Actual

Revenue per capita $184.00 $189.25 $178.23 $176.22 $174.49 External funding to operating revenues 62.00% 5.19% 64.81% 65.49% 66.31% Tax levy to operating revenues 9.00% 68.25% 8.15% 8.91% 8.63% Operating expenditures per capita $184.00 $170.75 $183.10 $180.78 $174.05 Operating surplus 0% - 1% 2.67% (2.73%) (5.29%) (4.70%) Fund balance to operating expenditures 25.00% 32.37% 29.31% 30.45% 30.13% Liquidity >200% 258% 318% 290% 295% Direct debt to valuations (statutory limit is 5.00%) <0.10% 0.05% 0.04% 0.04% 0.04% Percent of OPEB liability funded 100.00% 77.23% 81.49% 91.68% 106.35% Tuition and fees written off <0.7% 0.6% 0.8% 1.0% 1.1% Investment earnings >2.0% 1.5% 1.0% 1.1% 0.79%

Goal: External verification of sound fiscal management. Target

2013/14 Baseline

2014/15 Actual

2015/16 Actual

2016/17 Actual

Moody’s bond rating Aaa Aaa Aaa Aaa Aaa Unqualified audit opinion Yes Yes Yes Yes Yes Awards received GFOA CAFR GFOA Budget

Yes Yes

Yes Yes

Yes Yes

Yes Yes

Yes Yes

Goal: Maintain facilities and equipment to meet learning needs. Target

2013/14 Baseline

2014/15 Actual

2015/16 Actual

2016/17 Actual

Capital asset condition 35-50% 35.2% 36.9% 38.1% 37.22% Replacement cost ratio 2.10 2.02 2.14 1.93 1.85 Annual required asset replacement spend ($ of required ratio) 110.0% 130.8% 148.8% 142.0% 173.1%

2016 / 17 annual college assessment report · • employee retention rate • employee climate...

Documents