2017/18 annual college• number of co-curricular activities. • number of study abroad...

2017/18ANNUAL COLLEGE ASSESSMENT REPORT

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ANNUAL COLLEGE ASSESSMENT REPORT TABLE OF CONTENTS

Introduction ........................................................................................................................................ 2 2014 – 2018 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 Office • Strategic Marketing, Planning Innovation and Effectiveness • College Operations and Infrastructure Innovations

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2014 – 2018 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

2016/17 Actual

Target

Technical skills attainment 72.16% 69.80% 74.10% 76.00% 78.90% 72.35% Academic skills attainment 60.82% 60.63% 60.30% 64.00% 66.80% 59.26% Degree attainment 33.01% 32.67% 30.82% 37.00% 42.10% 37.50% Completion ratio 0.225 0.237 0.281 0.303 0.323 0.280 Technical skills attainment pass rate 97.01% 91.30% 93.30% 98.00% 91.90% 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

2016/17 Actual

Target

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

29%

58%

N/A*

N/A*

N/A*

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

N/A****

4.00 PACE Survey – Teamwork category 3.83 3.90 N/A** 3.86 3.94 4.00 Participation in dual enrollment programs 15,337 17,279 19,294*** N/A 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 **** PACE is only administered on a cyclical basis. Next administration will be FY20. 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

2016/17 Actual

Target

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

0%

0%

N/A

26%

N/A

20% Number of employees participating in college-affiliated opportunities

20

37

44

41

60+

40

Number of new or revised courses with a global component

5

3

N/A

5

10

20

Number of global co-curricular activities 10 11 15 17 16 15 Number of study abroad opportunities 6 4 7 5 5 10 Number of international student enrollments 15 25 19 11 11 50 Number of formal global partnership agreements 5 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

2016/17 Actual

Target

Workforce Planning • Employee turnover (excluding

retirements) • Employee retention

9.3%

90.7%

2.9%

97.1%

4.5%

95.5%

6.0%

94%

5.8%

94.0%

<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

N/A

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%

52%

72%

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, 2018

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. • Students complete credentials.

Action plan Indicator of success Accomplishment Implement a comprehensive entrance assessment and placement model that measures college and program readiness and appropriately places learners in first semester courses.

• 2,000 students assessed under new model

Students are placed into courses based on high school Grade Point Average so long as it is within the last 15 years. Need additional data to assess the effectiveness.

Advance the Critical Life Skills (CLS) and Program Maturity Model key process and results through a faculty-leadership model.

• Successful implementation of the Academic Quality Improvement Project (AQIP) action project

The Student Learning Evidence (SLE) Faculty Core Team has been developed and the action project is complete.

Enhance the scope of work of the Academic Excellence Department to include credit for prior learning, dual enrollment programs, transcripted credit, youth apprenticeship and the School-to-Work Consortium.

• Successful merger of the Early College Opportunity (ECO) Department into Academic Excellence

• 20 prior learning assessments (PLA) created

• 5 agreements updated

Merger of ECO into Academic Excellence is complete. PLAs in all programs are being developed and have been integrated into the curriculum development process. Several course agreements have been evaluated.

Reduce number of credits required for Associate Degree programs to 60 – 64 through a systematic process of looking at both general education and core courses for possible reduction, including solicitation input from program advisory committee members in spring 2017.

• 25 programs have credits between 60 - 64

A deliberate process of credit reduction was successful and all programs, except for state-aligned programs, have reduced credits.

Increase the number of competency-based/project mastery courses (CBE) offered in general education and business.

• Number of courses offered in this format

CBE courses are being developed for general education and business. Expect to have ten courses running in Fall 2018

Increase instructor accessibility for students through the required use of the Blackboard Learning Management System by full-time faculty starting in Fall 2017.

• All full-time faculty are using specific parts of Blackboard as identified by the Associate Dean

All full-time faculty are using Blackboard.

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Conduct a comprehensive college-wide program curriculum review to identify gaps in course curriculum documentation in WIDS.

• All Associate Degree, Technical Diploma, and Apprenticeship programs reviewed and curriculum gaps addressed in a program-level curriculum plan.

Some schools have completed this goal and the other Schools are working on this.

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 Action plan Action plan Fund six Dual Enrollment Academics through partnerships with K-12 school districts and local industry partners.

• Programs fully funded

Programs funded and all cohorts are full.

Develop, expand and strengthen relationships with book publishers and third-party vendors for the purpose of expanding direct digital access (DDA).

• Relationships with McGraw Hill, Cengage, Pearson, and RedShelf are evident and strong

Over 100 sections of courses are utilizing DDA which resulted in significant cost savings to students.

Establish a method for documenting WCTC’s relationships utilizing the defined criteria.

• Database used to track key relationships held by WCTC

Due to change in priorities this goal was not completed.

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

• Number of employees with global integration goal

This goal was not accomplished.

Internationalize the curriculum in Associate Degree programs.

• Number of new or revised courses with a global component

Ten global mini-grants were awarded and curriculum projects completed.

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Indicators of Success

Target

2014/15 Baseline

2015/16 Actual

2016/17 Actual

2017/18 Actual

Number of new or revised courses with global component

20

N/A

5

10

10

Number of employees with a global integration goal

15

5

5

6

N/A

Number of students enrolled 18 0 0 N/A N/A

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 Create a comprehensive training program for instructional managers that is not part of the credentialing process.

• Required development plan created and implemented

• Instructional Manager credentialing process eliminated

This goal was not accomplished due to other priorities.

Create multiple ways in which the Faculty Quality Assurance System (FQAS) requirements can be met, including, but not limited to, courses, in-service, and credit-for-prior learning.

• More robust model for FQAS completion implemented

This remains in process as the entire on-boarding process as it relates to FQAS and the Higher Learning Commission (HLC) is being mapped and revised. As a result, this goal is in process.

Additional Goals

Goal: Maximize college resources in the learning process.

Target

2014/15 Actual

2015/16 Actual

2016/17 Actual

2017/18 Actual

Cost per student contact hour $25.00 $23.00 $23.00 $24.83 $23.76 Cost per student FTE w/o dual enroll <$20,000 $18,471 $18,959 $20,058 $19,041 Average class size 13.0 13.6 15.0 14.5 14.7

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ANNUAL COLLEGE ASSESSMENT REPORT STUDENT SERVICES DIVISION For the fiscal year ending June 30, 2018

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 Increase the percentage of students who return to good academic standing by 10% due to changes made to the Academic Standing Policy and Procedure.

• 10% target met The following targets were achieved: Fall - 14% Spring - 11%

Develop comprehensive outreach and case management support services to students who test into developmental education.

• Pass rates in developmental reading increased 20% over the historical average

• Fifty developmental education students enrolled directly in a targeted college-level program

Pass rates for Pre-College Reading increased from the historical average of 38%. Rates for FY18 were 58.6% for the fall term and 64.7% for the spring term. The Academic Success Navigator provided case management for 71 students initially placed into developmental education during FY18. All 71 enrolled in a target college level course and 86% of those students received a C or better in the course.

Propose and implement segmented services at every completion point in the student’s path to meet the student’s varying needs.

• Incremental, resource-ready changes implemented

• Transformational changes requiring additional resources proposed for FY 19 budget

A new Student Success Navigator position was funded in the Completion Grant. This position is designed to: • Increase retention in a low-retention

program in four WCTC Schools, and • Provide a centralized location to

collect and promote innovative retention strategies.

Customized strategies and resource partnerships will be used to support

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student success at every completion point. New Student Orientation was redesigned to provide students with pertinent information about their academic, career, and financial plans as well as train them on how to use WCTC’s technology for educational success. Implementation of the Guided Pathways framework has increased clarity of roles for a majority of College employees, especially in Student Services and Learning. The January 2018 In-service that provided education about Guided Pathways with facilitated discussions about the most pertinent Essential Practices. The Wisconsin Technical College System (WCTS) lauded this model as a way to engage employees in the development and focus of Guided Pathways planning and implementation.

Streamline student-facing processes and document them in a central location with clear process owners. • Complaints process • Voluntary/involuntary

withdrawal process

• New policies and procedures documented and communicated

An updated Equal Opportunity, Sexual Misconduct and Harassment and Discrimination Policy and Procedure is available to staff on the Portal. An Involuntary Withdrawal policy and procedure was developed, approved, and posted on the Portal. These policies and procedures were communicated through division meetings, New Student Orientation, the Journey, and the Explore Series. The policies and procedures are reviewed every year and any major updates are communicated through the Portal and the meetings listed above.

Engage course takers in a career-centered manner to convert 5% to become program students.

• Process proposed and vetted with key stakeholders

• Engagement campaigns and efforts launched at strategic times during the year

• Target met

Staff called 525 course takers from January 2017 to October 2017. • 136 or 25.9% were enrolled in a

WCTC program as of November 2017.

Establish and implement a process to re-engage stop-outs to continue their education and convert 5% to re-enrollees.

• Process proposed and vetted with key stakeholders

Student Services facilitated two calling campaigns targeting non-re-enrollees.

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• Re-engagement campaigns and efforts launched at strategic times during the year

• Target met

• 463 of the 1,944 (24%) students called enrolled in the fall 2018 semester.

As part of the Destination Graduation initiative, Student Services reached out to 38 students in high demand programs who had 12 or fewer credits remaining. Six (16%) re-enrolled in 2017-18.

Study the academic and social needs of various student populations to determine programming or services necessary to increase completion rates.

• Data collected and shared with key stakeholders

• Student representative meets with division manager every quarter

• Student Enrollment Management (SEM) sub-teams, Diversity and Inclusion Committee, and other teams developed a proposal for new programs or services

WCTC minority students successfully transition from semester to semester at lower rates than WCTC’s white student population. Minority students successfully complete key General Studies courses at significantly lower rates than the general population. At 2,386 students, WCTC has the fourth largest program-enrolled minority population among the sixteen Wisconsin technical colleges. Last year, 77% of WCTC’s minority students successfully transitioned from fall to spring compared to 85% of WCTC’s white students. Vice President of Student Services sent a request to Division mangers in advance of these meetings resulting in student presentations that were diverse and impactful. Retention and completion data was used to expand responsibilities and continue to provide grant support for two navigator positions, one in General Education and the other in the Multicultural Resource Center. In addition, retention data was reviewed for programs and one poor retention program from each School was selected to be the target of interventions by an additional grant-funded navigator position.

Participation in the Customer Relations Management (CRM) implementation to optimize the exploration and onboarding experience of prospective students and applicants to increase applications and reduce early attrition.

• Admission’s features of Ellucian CRM Recruit module implemented

Staff participated in Ellucian’s Discovery in November 2017 and post-Discovery engagements December 2017 to March 2018 for the CRM implementation. Implementation work is on-going with go-live scheduled for FY19

Develop a metric hierarchy and monitoring schedule that delineates

• Metric hierarchy and monitoring schedule

The metric hierarchy and monitoring schedule was developed and shared with

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which functional areas or teams are monitoring key data related to SEM metrics, processes and sub-processes. Collect data and share with key stakeholder groups on a regular basis.

developed and implemented

• Data communicated • Process improvements

identified and documented

process owners. WCTC is currently exploring whether the SEM and Guided Pathways data infrastructures should be combined.



partnerships. Action plan Indicator of success Accomplishment Leverage expertise throughout WCTC to provide workshops and other forms of information sharing and skill building to enhance student success.

• Professional development schedule developed and implemented

Over 70 professional development opportunities were scheduled, facilitated and attended.




other organizations. Action plan Indicator of success Accomplishment Increase the number of students participating in study abroad by 5%. • Broaden countries • Expand program student types • Increase number of

opportunities

• Target met In 2017-18, WCTC sponsored six education abroad opportunities for WCTC students, which is an increase of one from the prior year, and included travel to Guatemala, Germany, Austria, Spain, Italy, and France. The number of students participating increased over 10% from 44 students to 49 students. These students represented 17 different programs, which was a 30% increase from the previous year.

Enrich on-campus global education programming in order to introduce students who cannot study abroad to other cultures and international issues. Engage 10% more students in on-campus programming than the previous year.

• Targeted, direct programming provided to students regularly throughout the year

In 2017-18, the Global Education Office offered: • A monthly Culture Café series to

explore the culture of various countries through tasting of a beverage native to that country

• A weekly Flag Trivia challenge to extend knowledge of foreign countries

• A Global Showcase each semester which highlighted the international experiences of students and staff

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• An International Education week which showcased an international film and a photo contest

• Representation and tabling at various campus wide events, such as Fall Fest and Spring Fling, and shared information on Global Education.

Unfortunately, due to a key vacancy in the Global Education staff, the attendance numbers were not tracked for 2017-18.




• Succession Planning – Develop, prepare and transition employees for career opportunities at WCTC. Action plan Indicator of success Accomplishment Articulate which AQIP categories and processes division employees contribute to.

• Division managers determined how they will ensure their team members understand AQIP and how they contribute to accreditation.

• Division managers and staff documented process on Employee’s Development, Achievement, and Performance Plan (EDAP)

The College has moved to an Open Pathway for accreditation so this goal was not done as planned.

Reorganize the Student Services leadership structure to gain efficiency in communication and action, to create capacity in the Vice President’s workload in order to concentrate on SEM and to develop opportunities for succession planning within the Division.

• New structure communicated and implemented

• Vice President dedicating 20 – 30 hours per month to SEM

• Leadership opportunities developed within division

A Dean of Student Support position was developed. This individual provides direct supervision to Counseling, Advising, and Student Accessibility (CASA), Library Services, Global Education, Career Connections, and Student Development. This position allows the Vice President to focus on implementing Guided Pathways, which impacts SEM.

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Additional Goals Revise and document processes and sub-processes.

• Basic predictive (students) and repeatable (staff) processes documented

• Changing demographics of prospective and current student body evaluation plan developed

• Technology used to track processes

Documented and/or revised a number of processes, procedures, and policies: • High school GPA • Prior college coursework for meeting

proficiency prerequisites • Recognized credit codes for all

incoming credit for prior learning for state reporting

• STU-100 Admissions Administrative Policy

• Traffic Class Registration • Authorization to Release Information • Registering for a prior learning

assessment Created an Enrollment Center SharePoint folder to house procedural documents and internal policies. These documents are now accessible to Student Services and Instructional Staff.

Goal: Increase student completion rates.

Target

2014/15 Actual

2015/16 Actual

2016/17 Actual

2017/18 Actual

Student FTEs without dual enrollment 4,350 3,960 3,760 3,575 3,522 Student FTE’s with dual enrollment 4,350 4,560.6 4195.1 3972.4 3,907 Number of program graduates 2,040 1,894 2,002 2,019 2,265 Student headcount 22,800 26,153 22,772 21,302 20,112

Goal: Increase application numbers.

Target

2014/15 Actual

2015/16 Actual

2016/17 Actual

2017/18 Actual

Number of applications 7,000 6,317 6,029 5,690 5,475 Number of admitted applicants 4,000 3,552 3,333 3,095 3,263 Number of admitted and registered applicants

3,000

2,769

2,727

2,590

2,660

Goal: Students feel connected to the college community.

Target

2014/15 Actual

2015/16 Actual

2016/17 Actual

2016/17 Actual

Number of student organizations 29 25 25 25 25 Number of service learning hours 38,000 29,000 18,000 22,000 3,822 Diversity/cultural awareness Number of events Number of participants

25

1,600

38

1,895

19

1,129

26

1,541

24

1,640

Goal: International experiences broaden student’s knowledge base.

Target

2014/15 Actual

2015/16 Actual

2016/17 Actual

2017/18 Actual

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

5

5

5

5

5

18

Goal: Students are prepared to enter the workforce.

Target

2014/15 Actual

2015/16 Actual

2016/17 Actual

2017/18 Actual

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

135

218

137

0

38

Number of students enrolled in Co-op or internship program

320

262

23

234

223

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

Target

2014/15 Actual

2015/16 Actual

2016/17 Actual

2017/18 Actual

Number of job openings in Wisconsin TechConnect from area employers.

49,613

52,709

63,495

58,025

58,400

Number of employers participating in job fairs

192

302

294

311

377

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

Target

2014/15 Actual

2015/16 Actual

2016/17 Actual

2017/18 Actual

Number of adults and youth participating in Career Development Services

7,300

6,676

7,500

6,798

6,099

Goal: Increased student retention rates through library usage.

Target

2014/15 Actual

2015/16 Actual

2016/17 Actual

2017/18 Actual

Number of information/reference questions

7,500

5,926

5,518

6,391

5,801

Number of information literacy instructional sessions

275

216

210

179

151

Number of database searches 3,800,000 3,644,364 3,479,234 3,378,020 2,539,413 Number of technology checkouts 3,500 3,397 1,683 9,785 24,179

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ANNUAL COLLEGE ASSESSMENT REPORT PRESIDENT’S OFFICE

For the fiscal year ending June 30, 2018

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 Oversee the completion of WCTC’s Strategic Plan and updated vision aligned with the AQIP categories.

• Plan, vision, values and mission developed and used to drive the direction of WCTC

New vision, strategic directives and goals were developed and aligned to the AQIP categories. The WCTC Board affirmed the new Strategic Plan in November 2017. Metrics were established and a new operational planning template was implemented to align with the Guided Pathways Model, the Higher Learning Commission (HLC) Open Pathway’s criterion, and WCTC’s key processes. Quarterly report out of the goals and related metrics with the WCTC Board have been scheduled. A new marketing branding and the finalized Strategic Plan are scheduled to be shared with the WCTC Board at the July 2018 Board Retreat.

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The Employee Engagement Team drafted behaviors associated with each value and investigated the use of the Studor Group to implement the new behavioral standards of practice.

Complete the AQIP visit and align processes and improvements identified with the Office of Accreditation.

• Key processes and areas for improvement identified during visit aligned with AQIP criteria

• Processes in place to address improvements monitored through the Office of Accreditation

The AQIP comprehensive site visit was completed September 2017. A focus report on faculty credentialing is due December 1, 2019. WCTC decide to move to the Open Pathway Model as the AQIP Pathway is being discontinued. WCTC was re-accredited by the Higher Learning Commission (HLC). In the portfolio process: • Twenty-six key processes were

identified and feedback obtained from the HLC reviewers.

• Sixteen of the twenty-one core components were rated as strong, clear, and well presented.

• Five were rated as adequate, but could be improved.

• Overall it was a very successful visit and the HLC Onsite Review Team had many positive remarks for WCTC.

Implement Phase I of the work of the Academic Calendar Flexibility Team.

• New academic calendar in place

The Academic Calendar Flexibility Team completed its work and a Phase II Implementation Team was created to work through identified process issues. Each academic school identified programs that could change to the year-round calendar and work is underway to create more realistic academic pathways. A year-round calendar was developed and published.

Implement social media “Street Team” with Marketing program students to promote WCTC and foster organic brand growth.

• Street Team in place All social media is done by the Marketing Department with assistance from groups across the college. New branding was developed and introduced in June 2018. The Street Team concept was not established as the Marketing Department re-evaluated the effectiveness of a Street Team concept and decided it was more efficient to complete in-house through the Marketing Department.

Implement student success statistics into WCTC Board meetings.

• Measures are presented and Board members established

Graduate follow-up statistics were presented to the WCTC Board. At quarterly Board meetings, each of the four strategic

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baseline for measuring effectiveness

directions and their related metrics were presented to the Board noting positive change was occurring and identifying areas that needed additional analysis. In the new Strategic Plan, which started July 2018, several additional metrics were added with additional emphasis on student success metrics. These will be presented to the WCTC Board quarterly showing areas of growth and areas for improvement.



partnerships. Action plan Indicator of success Accomplishment Expand the articulation agreement with Cardinal Stritch University to appropriate program areas.

• Five WCTC programs aligned to baccalaureate degrees offered through Cardinal Stritch

This did not happen due to major staffing changes at Cardinal Stritch. Once they are ready to begin discussions, WCTC will continue to pursue this.

Define who is a WCTC partner and implement recommendations from the Partnership Team to help with determining sponsorships.

• Team assembled • Definition for external

partnerships determined

• External agency partnerships developed

This team was not formed due to other higher priorities.

Complete full implementation of the Systems’ Innovation Team as written in the AQIP Portfolio as an improvement.

• Team functioning with clear expectations and tangible innovative outcomes

No additional team was created to focus specifically on innovation. The existing Employee Engagement Team investigated and proposed to the President’s Executive Cabinet to utilize the services of the Studer Group to provide a systematic structure for employee engagement, continuous improvement, and innovation.

Hold at least one major college event.

• Event held Two open houses (November and March) with more than 1,000 visitors were held.

Implement a student alumni association.

• System in place to support connection with student alumni

• Process owner identified

An Alumni Brewers game outing was held June 2018. The first Alumni Newsletter featuring the School of Business was distributed in July 2018. Graduates were invited to become a member of the Alumni group by receiving bags with information and WCTC alumni gifts at graduation. A database of alumni from recent years was created with more than 20,000 graduates listed.

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other organizations. Action plan Indicator of success Accomplishment Provide recognition for students who take a course that meets global rubrics.

• Global rubrics developed, courses identified, and appropriate recognition provided

A recognition for students did not occur, but students who participated in an education abroad opportunity were recognized at commencement by wearing a special medal.




• Succession Planning – Develop, prepare and transition employees for career opportunities at WCTC. Action plan Indicator of success Accomplishment Develop a matrix for key positions to be part of succession planning.

• Key positions identified along with plan for addressing turnover

The matrix has been developed and is presently in use by the Vice Presidents to identify key positions and look at succession planning and staffing levels in the divisions.

Conduct focus groups of generations to gather input regarding needs to ensure a talented and engaged workforce in order to be an employer of choice.

• Focus groups conducted

• Key findings identified • Implementation

strategy determined

WCTC is working with a third party vendor to assist with this.

Study changes in benefits and employment related to new Federal mandates.

• Appropriate recommendations implemented

WCTC continually stays abreast of changes to employment and benefits laws. This past fiscal year, based on the changes to the limits, increased flexible spending to $2,650 and allowed for the first time a $500 carryover from year to year.

Conduct a Support Staff Compensation Study to gather information to make the proper modifications to ensure WCTC is competitive within this classification of employees.

• New salary schedule developed

• Jos classifications compacted

The PEC approved several recommendations. In 2018-19 the PEC will be asked to approve other elements of the study with full implementation as of July 1, 2019

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Additional Goals

Goal: Employee success metrics.

Target

2014/15 Actual

2015/16 Actual

2016/17 Actual

2017/18 Actual

Average age N/A 50.0 50.0 44.0 49.0 Job openings Requisitions filled Percent of diverse hires Percent of positions filled internally Percent of internal fills that were promotions

50

15% 50%

80%

76

18% 50%

95%

97 3%

52%

72%

78 4%

49%

68%

83

19% 47%

96%

Employee turnover (excludes retirement) 3.0% 4.7% 5.8% 8.7% 5.3% Retention rate 95.0% 95.3% 94.0% 91.3% 94.7% Workforce analysis – Gender Women Males

60% 40%

65% 35%

64% 36%

62% 38%

65% 35%

Workforce analysis – Ethnicity Minorities Caucasian

10% 90%

10% 90%

9%

91%

10% 90%

11% 89%

Goal: Improve employee health through participation in wellness programs.

Target

2014/15 Actual

2015/16 Actual

2016/17 Actual

2017/18 Actual

Number health risk assessments 230 223 220 175 154 Number employees earning wellness rewards

210

212

225

225

214

Wellness program participation 320 340 350 332 319 Coaching participation Registered Completed

120 100

67 34

62 29

70 42

65 32

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ANNUAL COLLEGE ASSESSMENT REPORT STRATEGIC MARKETING, INNOVATION AND

EFFECTIVENESS DIVISION For the fiscal year ending June 30, 2018

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 Implement a Customer Relations Management (CRM) system to increase application numbers.

• Application numbers increased

• Conversion rate from application to admissions increased

• CRM operational

The CRM launch was delayed until August, 2018 due to vendor issues.

Analyze and implement processes and initiatives that will grow student enrollments by segment.

• Data and processes analyzed

• Student FTEs increased

• Student application increased

• Segment enrollments tracked

In process. Student FTEs were close to FY17 FTEs. Applications for admission continue to decline due to low unemployment rates, high school demographics, etc. In Spring 2018, the focus was on nontraditional options students (NTO).

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• Participants in Skills2Schools received information on NTO.

• 40 female high school students participated in hands-on sessions to expose them to NTO.

• 1,100 participated in workshops for high school students with disabilities.

• 91 students attended specialized tours for students with disabilities.

CRM communication processes will positively affect this goal once the system is implemented. Selected segments continue to be available on the Data Hub but WCTC is not systematically tracking them. Other camps, contests, and events brought more than 300 participants to WCTC.

Advertise and implement two comprehensive college-wide Open House events per year.

• Consolidated open house events encompass all program areas

• 1,000 attendees per open house

Completed. Open Houses held in March 2018 with 1,151 attendees and November 2017 with 1,252 attendees.

Redesign the college website with a recruiting and marketing focus.

• New website completed

The website launch was delayed to October 2018 due to vendor issues.

Develop predictive model using SPSS Modeler to better predict student success and to inform decision-making.

• Plan developed with initial framework identified

Staff upgraded to a new software version and worked out the connection issues with Cognos. The first model to be developed has been identified and a general plan for bringing in the data to make it work has been created.

Identify money or grant sources to support direct student services and other WCTC identified initiatives.

• Increased grant revenue received

External grant funds increased over 29% between FY17 and FY18.

Provide comprehensive, accurate information through all marketing avenues.

• Information and communication is the same across all modalities

An overall review of content was conducted in conjunction with the website development. The new Content Management System (CMS) allows authorized staff to monitor and update content as needed.

Establish and complete student-learning evidence (SLE) and critical life skills (CLS) action projects to include all programs.

• SLE plans and reports received for each program

• CLS results reported for each program

The Faculty Core Team was organized to review current status, recommend changes, create new rubrics, and to investigate tracking system to replace Folio 180.

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Emphasis was placed on SLE/CLS during the newly established annual ‘data day’ in November 2017.



partnerships. Action plan Indicator of success Accomplishment Prepare for and host the Higher Learning Commission (HLC) comprehensive quality review for AQIP accreditation.

• Accreditation reaffirmed

• Feedback analyzed for potential action projects and/or improvements

• Celebration held

Accreditation was reaffirmed until 2028. The Focus Report on faculty credentials is due December 1, 2019. A decision made to move to the Open Pathways model since the AQIP pathway model was being eliminated. Action projects are no longer required with the new model. A staff celebration was held September 2017.

Tap into community resources for “Great Things Happen” testimonials of business, employers, alumni, and organizations.

• Library of testimonials created

The following new positions were created: • Director of PR, Marketing, and

Outreach • Public Relations Specialist. Business, student, and alumni stories and testimonials were created and are available. A new tag line, Hands on Higher Ed., was created and will be implemented July 2018.

Implement client-reporting changes related to WTCS staff accounting changes.

• Changes implemented Office of Grants and Resource Development (OGRD) revised forms and training manuals to include new data elements required by the WTCS for state, Perkins and Adult Education and Family Literacy (AEFL) and Workforce Innovation and Opportunity Act (WIOA) grants. New Test of Adults Basic Education (TABE) reporting was implemented. Client reporting was completed within the required timeframe.

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Analyze deployment and progress made towards 2014 – 2017 strategic goals in preparation for development of the 2018 and Beyond Strategic Plan.

• Goal achievement monitored and analyzed

• 2018 and Beyond Strategic Plan approved by December 2017

A new Strategic Plan (SP) was created and approved by the WCTC Board. A new vision statement was prepared. The plan was disseminated to all staff. The process included many presentations to receive input from college staff. An operational planning and assessment template was created to be used across the college for division, department, and Employee Development Achievement and Process (EDAP) goals. Alignment with Guided Pathways, college processes, accreditation criteria, and the Strategic Plan is emphasized.

Identify potential funding opportunities, create executive summaries and present to appropriate leaders.

• Increased number of grants and/or grant funds received

OGRD identified over 200 grant opportunities posted to a database accessible 24/7 by all staff members. For FY18: • 38 grant applications were submitted • 33 grant applications were awarded

Implement a WCTC Speaker’s Bureau to address K-12’s need for in-class career exposure and to increase partnerships with K-12 school districts.

• Program area presentations identified

Goal was put on hold due to change in staffing and new college priorities and direction.

Increase the number of students touched by career coaching with area school districts.

• Number of students touched by career coaching

• Number of students enrolled at WCTC as a result of being touched

Career coaching served: • 1,744 students in grades 9-12. • 1,125 students in elementary and

middle schools.

More than 23 additional activities were offered to middle school students.

Work with outside agencies and employers on recruitment events. • Business Alliance • Truck driving employers

• Number of attendees at events increased

• Number of industry partners increased

Event attendance included: • 221 individual and group tours • Career Expo – 884 attendees • Skills2Schools – 441 attendees • US First Robotics – 900 participants • RUBE Goldberg – 500 attendees • MADE Career Expo - >800 attendees

Create and implement a Business Intelligence Model to improve data usage for decision-making.

• Model established and communicated

OGRD developed and launched a dashboard for grant management. Institutional Research and Effectiveness (IRE) created data reports for all program areas for ‘data day’, November 2017. Development began creating a data portal for Human Resources.

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Convene a Data and Information Team II – Strategic Planning Team to establish metrics for strategic plan key processes.

• Metrics established with benchmarks

This goal morphed into the Strategic Planning Team that used a comprehensive logic model to establish goals, metrics, targets, and benchmarks for the new Strategic Plan.

Co-lead the Strategic Planning process to align with AQIP categories.

• 2018 and Beyond Strategic Plan completed with metrics for each goal and directive

The new Strategic Plan was created with directives aligned to AQIP categories and goals with metrics established for each directive. College priorities for FY19 were established.

External funding awarded • Target $2,500,000 Funds increased from $2,079,958 in FY17 to $2,683,679 in FY18. The FY15 baseline was $4,893,828, which is high due to the number of federal TAACCCT grants awarded.




other organizations. Action plan Indicator of success Accomplishment Identify sources of external funds to support global integration initiatives.

• List of funding sources received

• Funds received

OGRD identified over 200 grant opportunities posted to a database accessible 24/7 by all staff members. For FY18: • 38 grant applications were submitted • 33 grant applications were awarded

Global specific grants were not written due to staff turnover. Programs encouraged to have global goals in any new program development grants.

Increase marketing and recruitment efforts to reach the Hispanic audience through bilingual materials, open houses, and special events.

• Awareness of WCTC offerings increased through bilingual radio and print advertising

• Increased attendance at bilingual events

• Number of applications received from this population

Seventy events for minority students were held. The Minority Diversity Coordinator and Recruiter - Diversity participated in events focused on minority recruitment, such as the National Hispanic Job Fair, Native American College Fair, Asian American College Fair, Milwaukee Public School College Fairs, and Fiesta Waukesha.

Integrate images of diverse populations into all print and media material.

• Purposeful inclusion of all diversities, including age, race,

Each created piece was evaluated for inclusion before it was launched.

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special needs, ethnicity, and gender in print and media material




• Succession Planning – Develop, prepare and transition employees for career opportunities at WCTC. Action plan Indicator of success Accomplishment Build understanding of what student-learning evidence (SLE) is into support departments so staff understand their role in the process.

• Increased understanding of SLE and staff’s role in it

Strengths-based Faculty Core Team established to champion and provide meaningful leadership of the curricular portions of the SLE processes of critical life skills and program outcomes for the purpose of student learning and development and quality improvement. The Student Services Assessment Team was established to champion and provide meaningful leadership for the assessment of the co-curricular portions of the SLE processes of critical life skills and program outcomes to help students learn and for the business processes contributing to both the student experience and service to internal stakeholders supporting strategic enrollment management for the purpose of meeting student and other stakeholder needs. Goals established in team charters were accomplished with respect to outcomes and deployment of those processes. SLE reporting emphasis included in ‘data day’ in November 2017.

Work with Learning Divisions to implement program vitality process.

• Data collected and used for program mix discussions and decisions

IRE provided data and developed a program viability process in cooperation with the Learning Division. The Quality Review Program (QRP) process was revised and piloted.

Utilize current Marketing staff to grow Facebook and Instagram presence and to increase knowledge base of marketing processes and channels college wide.

• Increased level of user engagement and understanding

A marketing staff member was assigned to oversee all social media. WCTC has seen a marked increase in social media postings (at least one per day).

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Provide additional and specialized grant professional development for staff.

• Staff participation in professional development

OGRD has updated the Grant Development and Grant Management guides posted to the OGRD SharePoint public library which is available to staff 24/7. WCTC staff were notified of the improvements via a presentation at the Deans and Student Services meetings, grant management meetings, and through campus emails. OGRD made revisions to the WTCS Client Reporting forms as well as revised the Client Reporting Entry Manual available 24/7 on the OGRD SharePoint public library site. New hires receive one-on-one training for client reporting entry as well as those staff looking for a refresher course.

Develop new and/or updated training guides for grants and other initiatives, such as the Data Hub.

• Guides updated and disseminated

Updated guides and forms for client reporting have been completed and deployed. A Grant Dashboard was presented to Administration and staff. Effective May 2018, the OGRD Dashboard is the responsibility of IRE. The Data Hub is in the process of update and revision. Tableau is in the implementation process. Staff conducted a feasibility study of LinkedIn as a supplemental source of graduate follow-up placement information. Staff found that, within limits, LinkedIn can be sufficiently reliable for reporting. Staff supported the Student Success Team in conducting the Community College Research Center (CCRC) Scale of Adoption to assess WCTC’s readiness for Guided Pathways implementation. Staff established a Tableau server environment with an active connection to Cognos data sources using Senturus.

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Staff established a procedure to allow local data reports to connect to the WTCS data cubes as a source feed, allowing local consumers to access state data without cube access. Established an Institutional Research Board (IRB)-sharing agreement with Moraine Park Technical College, which allows WCTC to use Moraine Park’s Federally-approved IRB to review projects outside of the scope of practice of WCTC’s local human subjects review policies.

Present at conferences • Staff present at state and national conferences

Division staff presented at the WTCS Assessment Conference, the Higher Learning Commission Conference, the Chair Academy, Association for Institutional Research in the Upper Midwest (AIRUM), and Association of American Community Colleges (AACC) conferences.

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ANNUAL COLLEGE ASSESSMENT REPORT COLLEGE OPERATIONS AND INFRASTRUCTURE

INNOVATIONS DIVISION For the fiscal year ending June 30, 2018

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 Implement 2017/18 portion of Facilities Master Plan: • Hub and Student Life remodel • A building remodel • Parking lots 1 – 6 expansion • Bookstore relocation • Waukesha roof replacement

• Projects completed on time and within budget

The Hub and Student Life remodels are in progress this summer with planned completion in August 2018. The A building remodel is in progress this summer with planned completion in August 2018. Lots 2 – 6 only are being expanded and redone with completion planned for August 2018. The college held off on

33

remodeling lot 1 pending a decision on the future of the Steele property. The Bookstore remodel is in progress. The Bookstore will move to its new location in September 2018. The Waukesha roof replacement is in progress with completion planned for August 2018.



partnerships. Action plan Indicator of success Accomplishment Move the Ellucian Banner ERP system to the cloud to improve disaster recovery, business continuity, and to gain efficiencies.

• Banner migrated to a hosted solution

• Disaster recovery improved

• Staff resources allocated to other priorities

The Banner ERP and associated applications were successfully moved to the Ellucian cloud service in fall 2017. Ellucian provides 100% of the data center activities, including multiple disaster recovery sites. Staff time is used to provide functional benefits for users instead of implementing ERP upgrades and changes. The move to the cloud had a significant positive impact on WCTC’s disaster recovery and business continuity plan.

Analyze Banner HR and payroll functionality in depth and implement changes in order to maximize efficiency and effectiveness of processes.

• Increased usage of Banner functionality

• Process improvements

The Ellucian Banner HR consultant was on site to assist HR and payroll staff on possible improvement to more effectively and efficiently use Banner. To date, one process improvement was implemented.

Become an Apple-certified retailer at the Bookstore.

• Apple approval received

• Authorized retail store open

• Staff received certification training

• Rebates increased • Store remodel

completed

The WCTC Bookstore received approval to become an Apple certified retailer. As a result of becoming approved as an Apple retailer, an Apple Tech Center was opened in the Student Enrichment Center. WCTC’s Apple rebate increased to 9% as a result of becoming an Apple certified retailer. Space next to the Student Enrichment Center is being remodeled in order to relocate the Bookstore. The Bookstore will relocate to its new space September 2018.

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In spring 2018 the Bookstore applied to become an apple service provider. In summer 2018 the Bookstore was approved to become an Apple service technician. IT staff will attend training in order to be become Apple certified by fall 2018 in order to provide Apple services to customers.




• Succession Planning – Develop, prepare and transition employees for career opportunities at WCTC. Action plan Indicator of success Accomplishment Cross train staff to ensure business continuity due to staff retirements and/or key functions. • Vice President – Finance • Payroll

• Second employee able to do the job

The Controller did learn the payroll process and made sure written procedures were in place. An employee in the Financial Accounting Services Office was trained in payroll functions as a backup. The current employee who processes payroll will be retiring June 2019. The intent is to hire a replacement by spring 2019 to allow time for training. The Controller was being trained as a potential successor to the Vice President – Finance. In June 2018 the Controller resigned. WCTC is currently recruiting for a controller and Vice President – Finance. The current Vice President – Finance will be retiring December 2018. The current Vice President – Finance is in the process of ensuring written procedures are in place for both the Controller and VP positions.

Additional Goals

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

Target

2014/15 Actual

2015/16 Actual

2016/17 Actual

2017/18 Actual

Revenue per capita $184.00 $178.23 $176.22 $174.49 $181.97 External funding to operating revenues 62.00% 64.81% 65.49% 66.31% 66.31% Tax levy to operating revenues 9.00% 8.15% 8.91% 8.63% 13.18% Operating expenditures per capita $184.00 $183.10 $180.78 $174.05 $172.14 Operating surplus 0% - 1% (2.73%) (5.29%) (4.70%) 0.48%

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Fund balance to operating expenditures 25.00% 29.31% 30.45% 30.13% 30.82% Liquidity >200% 318% 290% 295% 312% Direct debt to valuations (statutory limit is 5.00%)

<0.10%

0.04%

0.04%

0.04%

0.04%

Percent of OPEB liability funded 100.00% 81.49% 91.68% 106.13% 104.57% Tuition and fees written off <0.7% 0.8% 1.0% 1.1% 1.3% Investment earnings >2.0% 1.0% 1.1% 0.79% N/A Short Term N/A N/A N/A N/A 1.21% Core N/A N/A N/A N/A (0.14%)

Goal: External verification of sound fiscal management.

Target

2014/15 Actual

2015/16 Actual

2016/17 Actual

2017/18 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

2014/15 Actual

2015/16 Actual

2016/17 Actual

2017/18 Actual

Capital asset condition 35-50% 36.9% 38.1% 37.22% 37.5% Replacement cost ratio 2.10 2.14 1.93 1.85 1.75 Annual required asset replacement spend ($ of required ratio)

110.0%

148.8%

142.0%

173.1%

149.3%

2017/18 annual college• number of co-curricular activities. • number of study abroad...

Documents