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Strategic Plan

Strategic Plan Overview

The NDSCS Accreditation and Strategic Planning Team (ASPT) is tasked with leading the development and monitoring of NDSCS’s FY21-23 Strategic Plan. NDSCS employed a developmental and inclusive process to review the mission and vision statements and to establish the strategic plan for FY21-23 (ending June 30, 2023). 

Assessment: The strategic goals will be measured according to the corresponding KPIs. Semi-annual review will occur each December. Data collection/review will occur in July and August annually – with updates released to the College community in early September. Every department and area are expected to develop annual goals aimed at achieving the goals identified in this plan (due annually in September).

Strategic Plan Development

During the four-phase development process there was a variety of avenues for students, employees, and other stakeholders to share feedback and insight on the formation of the strategic plan. The process was elongated due to the COVID-19 pandemic. The strategic planning process began Fall 2019 and concluded February 2021; the COVID-19 pause occurred and elongated Phase 2 allowing for additional data and perspectives to inform the plan.

  • Phase 1: Data Collection and Review (October 2019 – March 2020)
  • Phase 2: Data Review and Synthesis (March 2020 – December 2020; ‘COVID-19 Pause’ May – Sept 2020)
  • Phase 3: Goal Identification and Feedback (December 2020 – January 2021)
  • Phase 4: Adoption, Education & Promotion (January 2021 – ongoing)

 

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Goal 1. Improve the comprehensive learning experience.
Goal 1 Strategies:
  • Strategy 1.1 Grow the assessment of student learning in co-curricular areas.
  • Strategy 1.2 Strengthen connections and advising for specific student populations (e.g. Transfer, early-entry, Returning students, Incumbent worker, High-risk students).
  • Strategy 1.3 Effectively utilize technology to enhance students’ learning experience.
  • Strategy 1.4 Develop and enhance guided pathways for all curriculums.
  • Strategy 1.5 Expand immersive and real-world learning opportunities (co-ops, internships, simulations, apprenticeships).
  • Strategy 1.6 Enhance the development of students’ soft/essential skills.
Key Performance Indicators:
  • 1i.a. Overall, student satisfaction with their experience increases from 5.27 (2020) to 6.0. [1=Not at all satisfied, 2=not very satisfied, 3=somewhat dissatisfied, 4=neutral, 5=somewhat satisfied, 6=satisfied, 7=Very satisfied)]
  • 1i.b. Student IPEDS graduation rates increase from 49% (2015 cohort) to 52%
  • 1i.c. Student IPEDS retention rates increase from 67.41% (2019 cohort) to 80%. [2009 (all-time high): 80%]
  • 1i.d. All programs meet or exceed national pass rates or average on national assessments, certifications, and licensure exams
Goal 2. Strategically foster relationships with partners to fulfill the workforce needs of North Dakota and the region.
Goal 2 Strategies
  • Strategy 2.1 Enhance current and future marketing and recruitment efforts to grow enrollment.
  • Strategy 2.2 Grow and align programs to meet workforce needs.
  • Strategy 2.3 Grow partnerships in all areas
Key Performance Indicators:
  • 2i.a. Increase the number of employers/employees served by the Workforce Training division 8%. [FY19: 89 Businesses served; 1,203 duplicated participants]
  • 2i.b. Increase the number of graduates entering the workforce in North Dakota by 8%. [2020: 437 graduates in CTE programs; 256 took jobs in ND]
  • 2i.c. Percentage of students graduated or transferred to another institution within 6 years (SAM) increase from 81% (Fall 2013) to 85%.
Goal 3. Commitment to the continuous improvement of NDSCS and its employees.
Goal 3 Strategies: 
  • Strategy 3.1 Maintain NDSCS’s strong fiscal position.
  • Strategy 3.2 Enhance students’ accessibility and affordability.
  • Strategy 3.3 Support professional development for all employees.
  • Strategy 3.4 Enhance communication and collaboration college wide.
  • Strategy 3.5 Review processes and policies to reduce barriers to students’ success.
Key Performance Indicators:
  • 3i.a. Within each delivery mode (Wahpeton, Fargo, Online, Early-entry) increase annual enrollment by 2%.
  • 3i.b. Maintain employee satisfaction at 4.0 [4.11 (2020)]. [Satisfaction: 1= ‘Not satisfied at all’ / 2= ‘Not Very Satisfied’/ 3 = Somewhat Satisfied/ 4 = Satisfied/ 5 = ‘Very Satisfied’]
  • 3i.c. Maintain Composite Financial Index in the 4.0 to 5.0 range (“Focus resources to compete in future state”) [FY19: 5.62]
  • 3i.d. Partnerships identified in all areas.
  • 3i.e. NDSCS Alumni Foundation scholarship dollars awarded increase 6%.