Strategic Plan

Strategic Plan Overview

The NDSCS AQIP Strategy Team is tasked with leading the development and monitoring of NDSCS’s strategic plan. 2017-2020 NDSCS Strategic Plan.

Alignment: The 2017-2020 NDSCS Strategic Plan aligns with the North Dakota University System’s ‘The NDUS Edge: 2015-2020 Strategic Plan’. Each goal is mapped back to the NDUS Edge and is noted in blue text following each goal.

Assessment: The strategic goals will be measured according to the corresponding KPIs. Indicators will be reviewed annually for progress [FY18; FY19; FY20] by the AQIP Strategy Team and will be written to by each area and department. Final measurement will occur in June 2020 (unless otherwise noted). Identified strategies are steps or processes required/needed to achieve the goal(s).

Structure: Following each goal, related KPIs and Strategies are identified. Identified strategies indicate timeline and those responsible for accomplishing and/or monitoring that strategy. ‘Academic Leadership’ for this plan is defined as the Dean of the Arts, Science and Business Division, Transportation Department Chair, Construction & Design Department Chair, Building Systems Department Chair, and Manufacturing Department Chair.

Strategic Plan Development

The development of the 2017-2020 NDSCS Strategic Plan was done in four phases September 2016 through May 2017. This developmental process allowed for data to be collected from students, employees, and other stakeholders through various channels; including: Department, Committee, and Senate feedback (Fall 2016), College Employee Satisfaction Survey (Fall 2016), the Student Satisfaction Inventory (Fall 2016), and CQR/Federal Compliance feedback (August 2016). The team then reviewed the data, identified key themes, and developed draft goals and key performance indicators (KPIs) based on those themes; the draft goals and KPIs were then shared back with various groups for their review, edits were made based on the feedback, and the NDSCS Strategic Plan was adopted in May 2017 for implementation starting July 1, 2017.

Goal 1. Improve the student learning experience.

[NDUS 1.3, 2.1, 2.3, 3.2, 3.3]

Key Performance Indicators:
  • 1i1. Overall, student satisfaction with their experience increase to the 2016 National average of 5.55. [2016: 5.34; 2014: 5.16; 1=Not at all satisfied, 2=not very satisfied, 3=somewhat dissatisfied, 4=neutral, 5=somewhat satisfied, 6=satisfied, 7=Very satisfied)]
  • 1i2. Student IPEDS graduation rates increase from 50% (2013 Cohort) to 60% (2016 Cohort).
  • 1i3. Student IPEDS retention rates increase from 70% (2016) to 80%. [2009 (all-time high): 80%] 
  • 1i4. Percentage of students graduated or transferred to another institution within 6 years (SAM) increase from 77% (2016) to 80%.
  • 1i5. All programs meet or exceed national pass rates or average on national assessments, certifications, and licensure exams.
  • 1i6. Increase the number of students living on campus by 3% each year. 
  • 1i7. Annually increase the number of students attending educational and recreational events by 5%. [Fall 2016: 9,321]
  • 1i8. Increase students’ access to virtual and simulated learning experiences.

Goal 2. Strategically meet business and industry needs in ND and the region.

[NDUS 1.1, 2.1, 2.2, 3.2, 4.1, 4.3]

Key Performance Indicators:
  • 2i1. Increase the number of graduates entering the workforce in North Dakota by 12%. [2016: 509 graduates in CTE programs; 238 took related jobs in ND; 95 took related jobs in Cass County]
  • 2i2. Maintain employers’ satisfaction with graduates’ understanding of job-related knowledge in their field of study. [2016: 3.90]
  • 2i3. Increase the number of employers/employees served by the Workforce Training division 5%.
  • [FY16: 306 Businesses Served; FY16: 1,503 trained (unduplicated)]
  • 2i4. Maintain the satisfaction of the employers/employees served by the Workforce Training division. [FY16: 99% satisfaction level]
  • 2i5. Increase the capture rate of high school graduates enrolling at NDSCS‚ÄźWahpeton directly out of high school with a focus on the southeast region from 10.4 (2016) to 13. [2011 (all time high): 11.9]
  • 2i6. Increase the number of students receiving industry-recognized certifications and credentials.

Goal 3. Commitment to the continuous development of NDSCS employees.

[NDUS 1.2, 4.2, 4.3]

Key Performance Indicators:
  • 3i1. Each functional area has documented processes and cross-training plans established.
  • 3i2. Employees’ satisfaction with adequate opportunities for professional development increases from 3.53 (2016) to 3.8. [2014: 3.86; 2016 Nat’l Comparison: 3.42; Satisfaction: 1= ‘Not satisfied at all’ / 2= ‘Not Very Satisfied’/ 3 = Somewhat Satisfied/ 4 = Satisfied/ 5 = ‘Very Satisfied’]
  • 3i3. Improve Composite Financial Index to 4.0. [2016: 3.6]
  • 3i4. Increase employees’ access to certifications and training to support student learning.

Goal 4. Strengthen relationships with internal and external stakeholders.

[NDUS 1.1, 2.2, 4.1]

Key Performance Indicators:
  • 4i1. Satisfaction regarding effective lines of communication between departments improves from 2.82 (2016) to 3.0. [2010: 3.00; 2016 Nat’l Comparison: 2.78; Satisfaction: 1= ‘Not satisfied at all’ / 2= ‘Not Very Satisfied’/ 3 = Somewhat Satisfied/ 4 = Satisfied/ 5 = ‘Very Satisfied’]
  • 4i2. Employee satisfaction increases from 3.88 (2016) to 4.1 [Satisfaction: 1= ‘Not satisfied at all’ / 2= ‘Not Very Satisfied’/ 3 = Somewhat Satisfied/ 4 = Satisfied/ 5 = ‘Very Satisfied’]
  • 4i3. Within each delivery mode (Wahpeton, Fargo, Online, Early Entry) increase annual enrollment by 2%. [Fall 2016 (duplicated): Wahpeton = 1,691; Fargo = 431; Online = 713; Early Entry = 684]
  • 4i4. Workforce Affairs annual partnership program increases by 25% per year.  [Goal by June 2017: 35 annual partners]
  • 4i5. Increase business and industry partnership contributions by $300,000.  [January 2015: $16,728,832]
  • 4i6. Secure 5% additional grant funding. [2017: $1,506,929]

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