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2018-2021 Strategic Planning

The WITC 2018-2021 Strategic planning will be starting this Fall 2017.

Town Hall Meetings to gather staff, student and community input are scheduled for the Spring of 2018. See the details below.


Location/Room #


Tuesday, Feb. 6, 2018 Rice Lake/241, 243, 245 WITC, 1900 College Drive Rice Lake WI 54868
Thursday, Feb. 8, 2018 Ashland/305, 306, 307 WITC, 2100 Beaser Avenue Ashland WI 54806
Thursday, Feb. 22, 2018 New Richmond/1122A, 1122B, 1122C WITC, 1019 South Knowles Ave
New Richmond WI 54017
Tuesday, Feb. 27, 2018 Shell Lake/ Board Rooms A & B WITC, 505 Pine Ridge Drive Shell Lake WI 54871
Thursday, March 8, 2018 Superior/108E-108F WITC, 600 North 21st Street Superior WI 54880

Click on the link below for the full listing of 2018-2021 Strategic Plan activities. This plan starts July 1, 2018.

WITC 2018-2021 Strategic Plan Timeline

The current strategic metrics, goals and objectives are listed below. These will be updated for the 2018-2021 plan in July 2018.


Enrollment - 2,700 FTE
Enrollment - 25,000 Headcount (unduplicated)
Cost/FTE - less than 115% of WTCS Cohort Average
Employee Satisfaction - 4.0 (Satisfied)
Employer Satisfaction - 97%
Student Satisfaction - 6.0 (Satisfied)


Goal 1: Provide Support and Opportunities for Student Learning and Success
  1. Develop a systematic approach that will raise students' level of essential skills for success in both employment and life.
  2. Develop strategies for responsive scheduling and teaching methods.
  3. Analyze and determine programming opportunities by meeting community needs and serving district residents.
  4. Plan and improve facilities and technology to support the learning environment.
Goal 2: Create and Strengthen Partnerships that Benefit our Stakeholders
  1. Develop additional approaches to provide work-based learning opportunities utilizing assistance of our Business & Industry partners.
  2. Working with K-12 districts, develop a comprehensive approach to increase and promote enrollment opportunities to high school students.
  3. Create networking and relationship-building connections.
Goal 3: Foster a Learning and Working Environment that Encourages Trust, Respect, and Professional Growth
  1. Effectively predict the technical and soft skill needs of employers and train faculty and staff accordingly so that program modifications can be made in a timely and efficient manner.
  2. Determine areas for faculty development relative to use of best instructional practices.
  3. Emphasize and provide opportunities and resources for support and technical staff learning and professional development that help the College achieve its strategic goals and objectives.
  4. Continue to develop manager and supervisor leadership skills.
  5. Enhance strategies to recruit and retain positively engaged and responsive employees.
Goal 4: Demonstrate Effective Leadership through Collaboration with Clear and Consistent Communication
  1. Improve internal communications and decision making.
  2. Enhance external communication in recruitment and general marketing.
  3. Showcase our facilities.

Note: This Web page will be updated as new information is available.

Revised 8/08/2017 bc