JANESVILLE - During the fall semester 2007, the Blackhawk Technical College Board, in a desire to map a far reaching agenda for the College for the next 8 to 10 years, called upon 20 community leaders to help develop a "roadmap to the future for BTC."
The panel was asked to consider all aspects of the college operations including, but not limited to, instructional programming, student services, facilities, technology, personnel, and finance.
The visioning sessions, structured around a "think tank" format, asked the participants to look beyond the immediate horizon using their expertise to suggest what BTC will need to be prepared to offer our community in 2010 and beyond.
Six visioning project meetings of three hours each were held.The work of designing the road map for the future of BTC began at the fifth meeting, Nov. 20, 2007, and continued through the final gathering, Jan. 22.
General Conclusions
The members of the Visioning Team expressed their belief that Blackhawk Technical College is doing a very good job of educating and training individuals for technical careers.
It is felt that a review of the membership criteria for the program advisory committees might strengthen the relationship with key industry players and provide "nimbleness" for change.
The visioning team recognizes that all technical fields are in a constant state of change and that local business and industry needs to continue to assist the college as it attempts to maintain momentum in new curriculum and program development.
The college is encouraged to strengthen partnerships with secondary schools to introduce technical education as early as possible. The current sixth grade visits, Tech-Knowledge College, high school visits, and preview days need to be reinforced as opportunities for students to become better informed concerning technical careers. Increased cooperation with, and involvement of, organized labor and apprenticeship programs is also encouraged.
The visioning team members stated their belief that Blackhawk Technical College should focus on meeting its statutory obligation of education for employment and focus and concentrate all its effort on being a technical college. In addition, the team repeatedly encouraged the college to be flexible, nimble, quick and responsive to change.
It is recommended that classes be scheduled at times when students will find them most convenient.
After significant dialogue and discussion, the visioning team members have agreed on the following six priorities that they recommend drive the future direction of the college:
Priority no. 1: Flexibility and Accessibility
The college administration is encouraged to consider the needs of the students when scheduling class and community service offerings. There needs to be a paradigm shift in the process to schedule offerings at times and in places convenient to incumbent workers. There is community interest in 24/7/365 electronic learning availability as well as offering key classes in Spanish.
Priority No. 2: Soft Skills and a Work Responsible Attitude
Universally, employers are asking for the college curriculums to infuse whenever and wherever the im-portance of employees having "soft skills." Successful employees will demonstrate promptness, a positive attitude, and positive work habits. They will be dependable, cooperative, be able to take and follow directions, and work well in teams. Faculty is encouraged to "lead by example." The agreed top five soft skills are: leadership, customer service, project management, personality, and problem solving.
Priority no. 3: Generational Issues and Keeping Youth in our Communities
The increasing number of retirees and the lack of emphasis on technical education for the past two generations is creating a shortage of capable employees. The identified needs are in welding, metal fabrication, tool and die and for service technicians.
The College is encouraged to continue its efforts to involve youth in technical careers at an early age through the 6th Grade Visit Program and Tech-Knowledge College.
Priority no. 4:
BTC Integration with area High Schools
BTC needs to reinforce its partnership with the area secondary schools to create a vertically integrated, seamless system that enables students, and eventually employees, to access a lifelong learning platform. Early "mining" efforts will create a conduit from the high schools to the college and assist in the necessary education of secondary school personnel in the mission of BTC.
Priority No. 5: Business Partnerships as Resources for Training and Equipment
Core curriculum competencies must be linked to business and market realities through business-driven, relevant, curriculum development. Area business and BTC must partner to provide relevant curriculum as well as specialized equipment and externship possibilities.
Priority no. 6: Focus on Career-Building Skills
The college is encouraged to continue its use of career pathways as a means to promote technical education.
Following the public release of the Blue Ribbon II Committee recommendations, the BTC Board of Trustees will review and discuss possible approaches for implementation during a proposed board retreat in April 2008.
Subsequently, stakeholders across the institution and its advisory boards will develop a formal implementation plan.
Interested parties may request further information on this study and its implications by contacting Len Walker, Director of Institutional Advancement at Blackhawk Technical College at (608) 757-7769 or by e-mail at: lwalker@blackhawk.edu.
The panel was asked to consider all aspects of the college operations including, but not limited to, instructional programming, student services, facilities, technology, personnel, and finance.
The visioning sessions, structured around a "think tank" format, asked the participants to look beyond the immediate horizon using their expertise to suggest what BTC will need to be prepared to offer our community in 2010 and beyond.
Six visioning project meetings of three hours each were held.The work of designing the road map for the future of BTC began at the fifth meeting, Nov. 20, 2007, and continued through the final gathering, Jan. 22.
General Conclusions
The members of the Visioning Team expressed their belief that Blackhawk Technical College is doing a very good job of educating and training individuals for technical careers.
It is felt that a review of the membership criteria for the program advisory committees might strengthen the relationship with key industry players and provide "nimbleness" for change.
The visioning team recognizes that all technical fields are in a constant state of change and that local business and industry needs to continue to assist the college as it attempts to maintain momentum in new curriculum and program development.
The college is encouraged to strengthen partnerships with secondary schools to introduce technical education as early as possible. The current sixth grade visits, Tech-Knowledge College, high school visits, and preview days need to be reinforced as opportunities for students to become better informed concerning technical careers. Increased cooperation with, and involvement of, organized labor and apprenticeship programs is also encouraged.
The visioning team members stated their belief that Blackhawk Technical College should focus on meeting its statutory obligation of education for employment and focus and concentrate all its effort on being a technical college. In addition, the team repeatedly encouraged the college to be flexible, nimble, quick and responsive to change.
It is recommended that classes be scheduled at times when students will find them most convenient.
After significant dialogue and discussion, the visioning team members have agreed on the following six priorities that they recommend drive the future direction of the college:
Priority no. 1: Flexibility and Accessibility
The college administration is encouraged to consider the needs of the students when scheduling class and community service offerings. There needs to be a paradigm shift in the process to schedule offerings at times and in places convenient to incumbent workers. There is community interest in 24/7/365 electronic learning availability as well as offering key classes in Spanish.
Priority No. 2: Soft Skills and a Work Responsible Attitude
Universally, employers are asking for the college curriculums to infuse whenever and wherever the im-portance of employees having "soft skills." Successful employees will demonstrate promptness, a positive attitude, and positive work habits. They will be dependable, cooperative, be able to take and follow directions, and work well in teams. Faculty is encouraged to "lead by example." The agreed top five soft skills are: leadership, customer service, project management, personality, and problem solving.
Priority no. 3: Generational Issues and Keeping Youth in our Communities
The increasing number of retirees and the lack of emphasis on technical education for the past two generations is creating a shortage of capable employees. The identified needs are in welding, metal fabrication, tool and die and for service technicians.
The College is encouraged to continue its efforts to involve youth in technical careers at an early age through the 6th Grade Visit Program and Tech-Knowledge College.
Priority no. 4:
BTC Integration with area High Schools
BTC needs to reinforce its partnership with the area secondary schools to create a vertically integrated, seamless system that enables students, and eventually employees, to access a lifelong learning platform. Early "mining" efforts will create a conduit from the high schools to the college and assist in the necessary education of secondary school personnel in the mission of BTC.
Priority No. 5: Business Partnerships as Resources for Training and Equipment
Core curriculum competencies must be linked to business and market realities through business-driven, relevant, curriculum development. Area business and BTC must partner to provide relevant curriculum as well as specialized equipment and externship possibilities.
Priority no. 6: Focus on Career-Building Skills
The college is encouraged to continue its use of career pathways as a means to promote technical education.
Following the public release of the Blue Ribbon II Committee recommendations, the BTC Board of Trustees will review and discuss possible approaches for implementation during a proposed board retreat in April 2008.
Subsequently, stakeholders across the institution and its advisory boards will develop a formal implementation plan.
Interested parties may request further information on this study and its implications by contacting Len Walker, Director of Institutional Advancement at Blackhawk Technical College at (608) 757-7769 or by e-mail at: lwalker@blackhawk.edu.
