Strategic Plan (2015 – 2020)

To support the mission and vision of Northwest Louisiana Technical College, the following strategic priorities and goals have been developed for the period of 2015-2020.

Our Louisiana 2020 Goals
Strategic Priorities / Institutional Goals / Objectives

    • I. DOUBLE GRADUATES: Student Access, Recruitment, Retention, and Success

Northwest Louisiana Technical College desires to strengthen student recruitment while also improving retention and graduation rates. We strive to provide training programs achieve a consistently high percentage of our graduates finding family sustaining jobs in their field of study.

      • a. We will position Northwest as the first choice for career and technical education in the region.
        • i. Offer credentials that deliver value to students and employers.
        • ii. Utilize the LDOL Star Rating System to define program offerings.
        • iii. Perform the Program Health Index assessment to determine the effectiveness of each available offering.
        • iv. Expand offerings: Associate Degree, Technical Diplomas, Certificates, Industry Based Credentials, customized, credit/non-credit training, dual enrollment, WorkReady U/Accelerating Opportunity, distance education offerings.
        • v. Expand WorkReady U/Accelerating Opportunity career pathway and scholarship opportunities.
        • vi. Maintain our status as a military-friendly college; develop a prior learning assessment matrix for military training credit.
        • vii. Develop and implement transfer/reverse transfer agreements.
        • viii. Increase involvement in community to raise awareness and create connections.
        • ix. Create teaching and learning environments which foster student success.
        • x. Develop and implement a powerful brand strategy.
        • xi. Develop a comprehensive marketing and recruitment plan that tracks the effectiveness of various strategies.
        • xii. Develop a social media strategy that engages existing and potential consumers.
        • xiii. Establish key relationships with local media in each service area and maximize use of free media opportunities.
        • xiv. Double college enrollment over a five-year period.
      • b. We will provide the resources and systems students need to achieve goals.
        • i. Increase course completions in the first semester.
        • ii. Revise curricula to include relevant IBCs and/or completion exit points with an emphasis on first semester completion.
        • iii. Develop distance education opportunity with an emphasis on high quality, relevant, flexible and verifiable training.
        • iv. Provide flexible training options which may include evening, weekend and distance education offerings.
        • v. Include soft skills training in programmatic content areas: communication skills, interview skills, technical writing skills.
        • vi. Develop an early warning system to help identify at risk students.
        • vii. Provide individualized support services to at-risk students.
        • viii. Implement a model to ensure all students are advised through graduation.
        • ix. Enhance career services support for students, alumni, and employers.
        • x. Provide and maintain an appropriate IT infrastructure to support all college activities including distance education offerings.
        • xi. Provide college support for student organization activities.
      • c. We will provide effective, high-quality educational opportunities designed to engage students who prefer non-traditional classroom training options.
        • i. Provide the appropriate IT infrastructure to support non-traditional training.
        • ii. Develop a distance education pilot module
        • iii. Submit application for approval with the Council on Occupational Education
        • iv. Prepare for a fall 2016 implementation.
        • v. Continue to expand distance education opportunity as the process is implemented, reviewed and revised to improve effective delivery.
    • II. DOUBLE ANNUAL EARNINGS OF GRADUATES
      • a. Provide high wage, high demand training options
        • i. Implement high wage training program additions/revisions as dictated by RMLA data trends
        • ii. Improve college placement services
      • b. Utilize LCTCS data to track earnings of graduates.
    • III. QUADRUPLE STUDENT TRANSFERS TO FOUR-YEAR UNIVERSITIES
      • a. Explore the possibilities of SACS credentialing for CTE instructors
      • b. Focus on IBC offerings which will be accepted by four-year universities
      • c. Develop articulation agreements with BPCC which will lead to four-year opportunity for students
      • d. We will partner with other institutions to provide transfer options
    • IV. DOUBLE THE NUMBER OF STUDENTS SERVED

Diverse and Inclusive Environment – Northwest Louisiana Technical College’s aim is to create an environment of inclusiveness, where students and employees are a mix of age, race, gender, religion, physical abilities, sexual orientation, and socioeconomic status reflective of the workplace and our region. We strive to ensure that all feel valued and welcome and are provided with every available resource needed to ensure success. We seek to be a culturally competent organization.

      • a. We will promote an environment of innovation and engagement.
        • i. Provide a welcoming environment to all college visitors.
        • ii. Increase communication, collaboration, and teamwork between/among divisions and campuses.
        • iii. Provide opportunities for faculty, staff, and students to engage in community-building and community-serving activities.
        • iv. Build a student body and employee base that is reflective of the communities in which our campuses exist.
        • v. Provide opportunities for faculty, staff, and students to explore diverse topics of multiculturalism.
        • vi. Review and revise the college’s grievance policies and procedures to ensure fairness and equity.
      • b. We will continuously monitor program demand and value.
        • i. The LDOL Star Rating System will be used to determine program offerings.
        • ii. The LCTCS Program Health Index will be utilized to determine the value of each program.
        • iii. The Council on Occupational Education standards will be followed and used to develop, improve and monitor all college activities.
        • iv. The Council on Occupational Education annual report will be usd as a tool to analyze the health of all program offerings.
      • c. We will expand our focus on Adult Education.
        • i. We will incorporate the 5 for 6 Initiative.
        • ii. We will expand pathway opportunities.
        • iii. We will strengthen our relationships with community outreach partners who serve the adult education population.
        • iv. We will provide professional development opportunity for the Work Ready U staff.
      • d. We will focus on Workforce Training.
        • i. The Chief Workforce Development Officer (CWDO) for the college will coordinate and supervise all related activities.
        • ii. The CWDO will attend all peer group functions and implement strategies that are deemed to be effective
        • iii. Each campus will identify a workforce lead who will work with the CWDO to develop credit/non-credit offerings.
        • iv. A Workforce Development Center is scheduled to be completed in fall 2016. Workforce trainings offered at this site will be customized and will be specific to industry demand.
      • e. We will continue to develop and commit to improving high school dual enrollment rates.
        • i. MOUs will be developed for each high school in the service area.
        • ii. CCTCs will be utilized to assist with the high school MOUs and related activities
        • iii. We will coordinate program offerings with the JumpStart initiative.
        • iv. We will provide relevant IBCs to high school students.
        • v. We will provide opportunity for high school students to receive completion credentials beyond the IBC level.
        • vi. We will foster relationships with dually enrolled high school students and high school administrators to improve postsecondary enrollment rates.
    • V. QUADRUPLE PARTNERSHIPS WITH BUSINESS AND INDUSTRY

Northwest Louisiana Technical College desires to be a catalyst for business and industry expansion in our area. We strive to become recognized as the primary provider of highly trained and skilled workers in our region. Northwest will be a key player in economic development efforts throughout the nine parishes of northwest Louisiana.

      • a. We will anticipate and respond to employer needs.
        • i. Effectively utilize the CWDO and campus leads to foster partnerships
        • ii. Review the efficacy of program and campus advisory committees
        • iii. Review training value by utilizing LDOL Star Rating System, COE annual report data, advisory committee input, the PHI, and other methods as deemed to have value.
        • iv. Research, develop, expand, and monitor program alignment to ensure each meets the needs of the workforce.
        • v. Develop and implement a method to track and report partnership involvement.
        • vi. Adopt flexible delivery methods which meet employer needs.
      • b. We will maintain a continuous presence in the community
        • i. Maintain membership on boards, committees, alliances, and councils.
        • ii. Convene community and business leaders to create opportunities for excellence in educational and economic development.
    • VI. DOUBLE FOUNDATION ASSETS
      • a. We will advance technical education through partnerships with external stakeholders.
        • i. Strengthen and further develop partnerships with business and industry.
        • ii. Continue collaborative efforts with secondary and university partners.
        • iii. Enhance engagement with and support from the community.
        • iv. Research and pursue alternative sources of funding.
        • v. Build capacity to pursue and manage grants and other external funding opportunities.
        • vi. Design and build strong and engaged alumni presence.
      • b. We will establish a Northwest Louisiana Technical College Foundation (administered by the LCTCS Foundation) dedicated to securing resources to support strategic priorities
        • i. A Director of Institutional Advancement will be utilized to coordinate and supervise all related activities.
        • ii. The Foundation for LCTCS will manage these college funds.
    • VII. COMMIT TO QUALITY, EFFECTIVNESS AND ENGAGEMENT

Northwest Louisiana Technical College desires to solicit greater input into decision making through a more inclusive governance structure. We strive to improve our systems and processes to be as efficient and effective as possible. We seek increased communication, flowing vertically and horizontally both internally and externally.

    • a. We will continuously improve our people, processes and learning environment.
      • i. Ensure every employee receives professional development opportunities.
      • ii. Research and pursue process efficiencies.
      • iii. Utilize technology to improve business processes and improve training opportunities.
      • iv. Engage in a review of organizational structure to explore cost-saving efficiencies.
      • v. Demonstrate student learning by assessing core abilities and program outcomes.
      • vi. Develop a shared governance system that engages faculty, staff and students in the decision-making process of the college.
      • vii. Implement the LCTCS Program Health Index process to assess the value of current program offerings.
      • viii. Redesign the existing website with a view to improving appearance, content and functionality.

Evaluating the Strategic Plan

A critical step in the planning process at Northwest LTC is to monitor and evaluate progress. In the same way we check the signposts along a road when completing a journey, it is similarly important to check that we are progressing toward our strategic priorities.

The Executive Leadership Team (ELT) will use a variety of reports to review progress towards meeting the strategic priorities, institutional goals, and objectives. Therefore, the strategic priorities will be assigned to members of the ELT who will ensure that those doing the work are keeping appropriate records so that progress can be assessed. This will involve, at the implementation stage of your plan, being clear what systems and structures are required to achieve the strategic priorities. Additionally, the identification of current status, targets, and the key performance indicators will give an indication of how well we are doing.

The Strategic Plan will be reviewed and evaluated by the College Advisory Council and the Executive Leadership Team on at least an annual basis. When reviewing progress towards achieving the strategic priorities, institutional goals, and objectives, the Advisory Council and ELT will:

  • ensure that activities are kept within the parameters of the agreed strategic priorities, institutional goals, and objectives;
  • ensure that activities are consistent with the College’s vision, mission and values; and
  • keep under review internal and external changes which may require changes to the College’s strategy or affect its ability to achieve the objectives.