DRAFT FOR DISCUSSION ONLY
Sept. 12th, 2014 Revisions
MASTER ACADEMIC PLAN GOALS:
Northwest Technical College remains committed to helping students successfully attain their academic and career goals. An overriding theme of the Master Academic Plan is the recognition of the need to work more collaboratively not only with BSU, but also with local and regional business and industry, area school districts, government agencies, non-profits and other higher education institutions to help ensure that our students are not only successful academically, but in their chosen career field as well. In this regard, the Master Academic Plan provides a flexible overall framework for responding to the needs of our students, employers, and the communities we serve.
The Master Academic Plan has resulted in the development of the following goals that will help ensure the development of a culture that supports student success and will guide the College for the future:
Goal 1: Enhance assessment of current academic programming to assure that courses, programs, and learning opportunities align with changing student, community and employer needs.
a) Review current academic programming and make program recommendations based on institutional data and forecasted high demand employment opportunities in our region.
i) Implement a three year academic program review process to help ensure continuous quality improvement and to keep programs current.
ii) Work with the Academic Affairs Standards Council to outline the requirements of the review process and establish a reporting cycle timeline for each division and certificate, diploma and degree program.
iii) Actively partner with professional organizations to ensure that programming remains leading edge in the field. (Workforce Innovation and Opportunity Act, 2014)
b) Create stackable credentials in technical program areas including automotive, business, construction/trades, engineering technology and allied health.
i) Work with academic departments to develop certificate programs comprised of existing and new curriculum that can be combined into diploma, A.S. and A.A.S. degree offerings.
ii) Establish and promote stackable credential options to current and prospective students to increase enrollment and persistence/retention of students.
c) Articulate NTC programs into BSU and other four-year universities.
i) Create opportunities for two and four-year faculty to meet to discuss program articulation and alignment. (ex. Northwest Minnesota Alliance)
ii) Provide representation for NTC on BSU Deans’ Council to engage in comprehensive academic planning process that directly aligns course and program offerings between institutions.
iii) Where BSU academic articulations are not available, seek opportunities to partner and collaborate with other MnSCU, University of Minnesota and other regional universities.
d) Enhance program assessment of student learning.
i) Implement Taskstream training to facilitate tracking and recording of on-going student learning assessment activities.
ii) Identify faculty member to serve as Taskstream expert to work with faculty across academic disciplines on implementation of Taskstream reporting.
iii) Establish Taskstream workgroup to help departments identify patterns and trends in student learning data to better inform decision making.
e) Establish active and engaged advisory committees.
i) Advisory committee members shall have a leadership role to help identify skills, define competencies, design programs, and develop curriculum. (Workforce Innovation and Opportunity Act, 2014)
ii) Expand partnerships with advisory member organizations to establish apprenticeships, internships, or clinical experience opportunities.
iii) Establish expectation that advisory committees will meet at least once each semester and will record and post minutes of advisory board meetings on college web site.
iv) Establish regional “education workforce committee” in collaboration with Bemidji Chamber of Commerce to foster greater communication between higher education and local & regional employers, community leaders, and K-12 representatives.
v) Explore opportunities to more fully engage and work more closely with NTC Foundation Board.
Goal 2: Create and implement a strategic enrollment management plan to help increase enrollment and improve retention.
a) Establish strategic enrollment planning committee to develop enrollment & retention plan.
i) Identify faculty, staff, students and administrators to serve on NTC enrollment and retention committee.
ii) Work to identify new NTC name, identity, and image, stressing uniqueness of academic alignment with BSU relative to our peers and competitors.
iii) Align college resources with identified strategic enrollment initiatives to achieve FY2016 enrollment goals.
iv) Establish key performance indicators for recruitment, retention, graduation, and student and employer satisfaction.
b) Develop “career focused” PSEO, concurrent enrollment and technical education articulation agreements with area high schools to build career pathways to NTC.
i) Foster development of partnerships with area high schools to pilot “career focused” concurrent enrollment offerings that will allow students the opportunity to complete NTC courses and certificate programs while in high school, making higher education more affordable.
ii) Focus initially on four primary areas of instruction to foster high school concurrent enrollment opportunities: construction/trades, health care, business and manufacturing.
iii) Connect NTC faculty in each program area with high school faculty teaching in the same discipline to promote program quality and seamless transfer to NTC.
iv) Partner with area high schools to create early and sustained career information and advising systems.
c) Establish a process to expand prior learning assessment opportunities to encourage adult learners to complete a certificate, diploma or degree.
i) Work with Council for Adult and Experiential Learning (CAEL) to examine best practice strategies and policy development to expand prior learning assessment opportunities for students.
ii) Build collaborative partnership with area Veteran Service organizations to become the seamless resource for returning veteran’s to receive credit for prior learning and earn a degree.
iii) Explore partnership with Distance Minnesota to promote prior learning assessment at NTC to improve recruitment and advising of Veterans.
d) Enhance marketing of programs and expanded academic pathways stressing NTC as the “affordable option.”
i) Establish and promote stackable credential options to current and prospective students to increase enrollment and persistence/retention of students.
ii) Promote affordability of NTC education compared with other colleges.
iii) Expand marketing of all NTC programs, including Health Sciences, Broad Field degree as the program helps students meet requirements of Minnesota Transfer Curriculum (MnTC).
e) Redesign NTC web site to improve communication with current and prospective students and life-long learners.
i) Immediately begin “request for proposal” process to facilitate outsourcing of NTC web site redesign project.
ii) Task NTC strategic enrollment and retention committee with responsibility to work with third party vendor to develop new NTC web site targeting Fall 2015 launch date.
iii) Expand NTC web development capabilities to improve marketing and communication with NTC current and prospective students.
iv) Adopt “WordPress” web content authoring system to allow department representatives to post content directly to the new web site to help keep content current.
f) Develop international recruiting strategy targeting development of articulation & transfer agreements with select international partners.
i) Collaborate with BSU on recruiting international students seeking trades education.
ii) Secure F-1 visa status for international students seeking to study at NTC to facilitate transfer to NTC.
g) Expand customized training and continuing education training opportunities in response to labor market and industry needs.
i) Develop a financial model of revenue sharing with departments associated with non-credit learning.
ii) Align credit and non-credit program offerings to better leverage regional, state, and federal grant opportunities.
iii) Enhance collaborative partnerships with regional entities to efficiently offer a full-service experience for the learners from start to finish. (Workforce Innovation and Opportunity Act, 2014)
iv) Expand local collaborations with Northwest Indian Opportunity Industrialization Center (OIC) and Rural Minnesota Concentrated Employment Program (CEP).
h) Accelerate degree options for adult learners through expansion of evening and weekend course offerings.
i) Explore expansion of block scheduling of courses utilizing evening and weekends to better serve adult learners.
ii) Explore potential of offering courses at off-campus delivery sites
iii) Expand blended learning opportunities combing online and on-site course instruction.
i) Develop retention strategies that provide incentives for students to complete their educational program(s).
i) Explore development of tuition reductions for students completing consecutive semesters.
ii) Work more closely with NTC Foundation Board to increase collaboration and identify new innovative ways to partner and increase student scholarship opportunities. (Trade Up Scholarship)
j) Create a two-year academic schedule of proposed offerings for all certificate, diploma and degree programs for both full and part-time students.
i) Work with each academic division to create an advanced schedule of offerings for each semester (fall, spring, summer) to improve academic advising and allow students to more accurately anticipate their potential time-to-degree.
ii) Provide an academic schedule for NTC part-time learners to encourage program completion. (Approximately 40% of NTC credit generation is from part-time students)
Goal 3: Promote a culture of innovation that supports new program development and high quality teaching.
a) Implement competency-based programs in select technical areas.
i) Provided professional development opportunities for faculty to learn more about competency-based education.
ii) Work with Council for Adult Experiential Learning (CAEL) to help facilitate the development of competency-based learning activities.
iii) Encourage faculty to break curriculum into course modules—discrete, self-contained learning experiences that outline specific statements, including the actions and performance criteria of what students will be able to do upon completing the module.
b) Implement 7-1-7 academic scheduling to improve time-to-degree.
i) Identify academic programs to pilot 7-1-7 scheduling option.
ii) Develop a comprehensive course schedule outlining when required certificate, diploma and degree courses will be offered.
iii) Closely monitor and assess student learning outcomes with programs piloting the 7-1-7 scheduling option.
iv) Work with Deans and academic departments to establish new semester by
c) Develop new academic program offerings that will meet student demand and regional and state workforce needs.
i) Explore adoption of two to three new certificate, diploma or degree programs annually to be more responsive to student demand and promote stronger connection to local and regional employer needs. (Pathways to Prosperity Network)
ii) Explore opportunities for new academic program offerings in health care (Health Information Tech, Medical Coding, Rad Tech, Cardiovascular Tech, Diagnostic Sonographer, Respiratory Therapy, Physical Therapy Assistant), graphic design, hospitality management, manufacturing (production management/engineering technology), commercial industrial construction (welding), automotive restoration, power sports, dental hygiene.
iii) Reduce implementation time for new programs through use of custom training non-credit offerings as a pilot to accelerate development and delivery of new credit-based offerings.
iv) Provide administrative assistance to academic departments completing new curriculum packets to accelerate completion of college, MnSCU and HLC filing requirements.
v) Establish six month goal of launching new certificate, diploma and degree offerings.
d) Expand summer offerings and include summer as a third semester for academic planning.
i) Identify programs that will expand their academic scheduling to include summer offerings.
ii) Ensure that student support services (advising, tutoring, etc.) are also available during summer to fully support students.
e) Continue regional and professional accreditation to ensure quality.
i) Encourage departments to seek regional and national professional accreditation of program offerings.
ii) Where possible, align curriculum with industry-defined and federally-endorsed national standards national certifications and standards. Ex. Manufacturing Skills Standards Council (MSSC) System
f) Promote faculty excellence through continued professional development.
i) Support BSU initiative to create a Teaching & Learning Center to better support faculty, staff, and students engaged in technology enhanced teaching and learning.
ii) Develop mentoring opportunities for faculty to encourage sharing of expertise and teaching experience.
iii) Create brown bag lunch series to promote communication among faculty regarding new teaching modalities.
g) Expand academic financial resources through expansion of grant-writing capabilities.
i) Work collaboratively with Optivation and BSU Center for Extended Learning to hire full-time grant writer to help facilitate application for competitive grants.
ii) Seek state and federal funding to improve both equipment and facilities at NTC to increase enrollment.
Goal 4: Develop new online programming and student support opportunities in collaboration with Distance Minnesota.
a) Expand D2L, multi-media and instructional design support for faculty teaching online.
b) Implement a Quality Matters initiative to encourage adoption of QM standards by academic departments and faculty.
c) Strategically develop new online credit and non-credit programs to attract new student populations to NTC.
i) Work with Distance Minnesota staff to identify new credit and non-credit online certificate, diploma and degree offerings to increase student enrollment.
ii) Utilize existing programs to build and deliver non-credit certificate programs across the region and beyond through InterCECT, a consortium of Minnesota colleges and universities established to deliver non-credit online education.
d) Explore opportunities with Distance Minnesota to develop innovate ways to support online and blended learning students.
Goal 5: Increase community outreach and engagement.
a) Develop and support partnership and collaboration with work force development center.
i) Align initiatives with Greater Bemidji “Minnesota Innovation Institute” (MI2) to enhance learning opportunities for the manufacturing sector.
ii) Expand “industry led, industry driven” philosophy to construction/trades and other academic disciplines at NTC.
iii) Explore opportunity of moving workforce development center on-site to increase utilization of space and service to prospective students.
b) Partner with the community organizations to incorporate service learning opportunities into the curriculum.
i) Provide all NTC students with the opportunity to participate in service learning/community engagement experiences within and/or outside of the classroom.
ii) Collaborate with BSU on development of Center for Community Partnership to be located in the new Greater Bemidji (Mayflower) office building.
c) Expand opportunities for apprenticeships and internships with local and regional business and industry.
i) Every NTC student will be provided an opportunity to participate in internships, practicum experiences, or related activities in every program area. major (BSU)
ii) Look to employers to provide a continuum of workplace learning opportunities through apprenticeships, internships and service learning opportunities.
d) Expand custom training/continuing education opportunities to meet business and industry workforce needs.
i) Provide expanded office space at NTC for custom training/continuing education staff.
ii) Develop and implement custom training organizational structure that will facilitate growth expectations. (LERN Best Practices Model)
iii) Explore sharing custom sharing office space with Minnesota Innovation Institute (MI2) staff to facilitate collaboration and partnering to better serve local and regional employers.
iv) Facilitate efforts to bring international students to NTC through enrollment in non-credit training.
i) Explore the development of customized training to include allied health and health care, positioning the college as a regional leader in health care-related customized training and continuing education.
ii) Assist Greater Bemidji in establishing a Research and Development Entrepreneur Accelerator program in Bemidji.
Goal 6: Become recognized as a premiere developmental education institution within MnSCU.
a) Develop a comprehensive plan to integrate developmental education initiatives at both NTC and BSU.
i) Explore development of Bridge programs between BSU and NTC.
ii) Collaborate with BSU Professional Teacher Education Program to develop new developmental study programs serving students at both campuses.
iii) Participate in the Lumina Foundation “Achieve the Dream” initiative specifically focuses its efforts on students at two-year colleges, giving them a better chance of student success in higher education and realizing greater economic opportunity.
iv) Begin working toward recognition of NTC as a National Association for Developmental Education (NADE) certified institution seeking certification for its tutoring services, course-based learning assistance, programs and for its foundational education coursework.
v) Collaborate with regional tribal colleges for offering college preparedness courses and extend use of NTC’s Regional Tutoring Center to the region’s native nations.
vi) Extend delivery of the MnSCU Center for College Readiness “Am I Ready?” assessment to regional high schools.
b) Work with BSU and Distance Minnesota to offer developmental education opportunities online.
i) Expand online delivery of developmental education courses to Distance Minnesota partnering institutions.
ii) Pursue external funding to support development of online support resources for students including
c) Expand partnership with Adult Basic Education to provide underrepresented groups with additional support to succeed academically.
i) Integrate the assessment of student learning into academic life with a focus on collecting, analyzing, and using information to guide classroom and program changes to enhance student learning.(BSU MAP)
ii) Explore partnering directly with Beltrami County to provide workforce development training on-site at NTC.
Goal 7: Create a culture of continuous improvement to enhance student success.
a) Build stronger interdisciplinary relationships between academic areas and encourage collaboration and cross-training between student service areas.
i) Create cohesive administrative infrastructure through clear academic and student service reporting lines.
ii) Create a working environment for staff and faculty that values inclusion, trust, respect and accountability for work completion.
iii) Improve communication of college policies and processes to faculty, staff and students.
b) Develop initiatives to better serve and retain diverse student population and make the NTC learning environment more welcoming.
i) Provide more frequent faculty & staff in-service opportunities regarding working with diverse student populations.
ii) Expand working relationship with Beltrami County to provide workforce development services to better support low income students.
iii) Develop NTC student-led mentoring program for students.
iv) Seek grant opportunities to provide funding for expanded support services for students.
c) Recruitment and retention is everyone’s job.
i) Develop processes that enhance cross-training to better serve students leading to improved student satisfaction and retention.
ii) Collaboration among faculty and staff to help recruit…
d) Develop opportunities for staff and faculty advisors to work together in advising students.
i) Provide training
ii) One stop shop
e) Partner with BSU to expand student support services in Admissions, Career Services, and grant writing.
f) Implement facility changes to improve service and support of students.
i) Explore moving Admission’s office to more prominent location in main entry area.
ii) Look for opportunities to partner with BSU sustainability office to reduce energy consumption and promote environmental stewardship.
iii) Continue to seek funding to locate a Haas Technology and Education Center (HTEC) on the NTC campus.