1. The Gift of Leadership Bob Meyer, President Wisconsin Indianhead Technical College

2.  My Background  About Wisconsin Indianhead Technical College  The Greatest Generation as Servant Leaders  Servant Leadership  Strategic Planning  The Importance of Partnerships  Measuring Outcomes  The Importance of CTE http://www.witc.edu/witccontent/presidentsdocs/uwstoutinresppt.pptx The Gift of Leadership

3.  President – Wisconsin Indianhead Technical College  Special Assistant to the Chancellor for State and Federal Relations – UW-Stout  Dean, College of Technology Engineering and Management – UW-Stout  Director of the Stout Technology Transfer Institute – UW-Stout Bob Meyer Bio Information

4.  Manufacturing Engineering Program Director – UW-Stout  Faculty Member – UW-Stout  Technology Education Instructor – River Falls School District  General Machinist, Johnson Brass and Foundry – Saukville, WI; and Badger Dynamics – Port Washington, WI Bob Meyer Bio Information

5. WITC Facts at a Glance…  Campus locations are at Ashland, New Richmond, Rice Lake, Superior, and the Administrative Office in Shell Lake  The College district encompasses 11 counties totaling 10,500 square miles  There are over 59 career programs resulting in a technical diploma or associate degree (7 programs are unique in Wisconsin)  Nearly 1 in 9 residents have taken a class on a WITC campus, at a learning center, on-line, or via ITV-IP video

6. Mission – Learning First Learning is our passion. As Northwest Wisconsin’s leader in technical education, WITC creates dynamic opportunities for career preparation and personal effectiveness. We are committed to making each and every experience with us meaningful and professional. Wisconsin Indianhead Technical College

7. Vision – An Innovative Journey Education is a lifelong journey of learning and discovery. We embrace innovative theories, techniques, and technologies to ensure success in a changing world. Wisconsin Indianhead Technical College Values Empowerment Integrity Excellence Collaboration Innovation

8. Tenets Quality and continuous improvement are expected in all aspects of the College Learning environments are created and nurtured to maximize personal success Decision-making is collaborative and research based Leadership is based on talent and vision Wisconsin Indianhead Technical College

9. Tenets All individuals are valued Students and staff are both teachers and learners Diversity is respected and embraced Dialogue takes place in a safe, open, and empathetic environment Risk-taking is encouraged Wisconsin Indianhead Technical College

10. Follow-up Survey Results of 2012 WITC Graduates (Brain Gain vs. Brain Drain)  Employed within 6 months92%  Employed in Wisconsin80%  Employed in WITC District69%  Average Starting Salary $33,800

11. Five-Year Longitudinal Follow-Up of 2005-2006 Graduates

12. Follow-up Survey Results of 2012 WITC Graduates 97% of graduates are “very satisfied” or “satisfied” with the training they received at WITC!

13. The Greatest Generation and Servant Leadership Frank D. Meyer’s influence (the “gift”)

14. The Greatest Generation and Servant Leadership Frank D. Meyer’s influence (the “gift”)

15. The Greatest Generation and Servant Leadership Frank D. Meyer’s influence (the “gift”)

16. Servant Leadership “You become a great university because you have great programs. You have great programs because you have a great faculty and staff.”  William E. Kirwan, President Ohio State University

17. Servant Leadership (Adapted from Jim Bensen’s presentation)

18. The President as a Servant Leader Steward of the Mission Role Model of Values and Tenets Facilitator of Learning Partner and Collaborator Advocate and Enabler of Excellence and Accountability Effective Listener and Communicator Team Builder External Spokesperson and Marketer

19. The President as a Servant Leader Co-planner Information Sharer People Developer Champion of Professional Development Resource Catalyst Supporter Self-Confident, Centered, but not Arrogant

20. We Should All Be Servant Leaders! A one-word definition of leadership is… Integrity Integrity in·teg·ri·ty (ĭn-tĕg′rĭ-tē) n. 1. Steadfast adherence to a strict moral or ethical code. 2. The state of being unimpaired; soundness. 3. The quality or condition of being whole or undivided; completeness.

21. We Should All Be Servant Leaders! “Patience, kindness, humility, selflessness, respectfulness, forgiveness, honesty, commitment. These character building blocks, or habits, must be developed and matured if we are to become successful leaders who will stand the test of time.”  James C. Hunter The Servant

22. We Should All Be Servant Leaders! “People with humility don’t think less of themselves, they just think of themselves less.”  Ken Blanchard and Norman Vincent Peale The Power of Ethical Management

23. We Should All Be Servant Leaders! “Your success, and the success of the college, can be summed up in one word: RESPECT.”  Bob Cervenka Phillips Plastics

24. We Should All Be Servant Leaders! when each of us understands, believes, and practices that All People Are Important we too will also REALIZE that People Working Together Achieve More. it’s part of the PeopleProcess … it’s our CULTURE

25. We Should All Be Servant Leaders! Respect “Leadership does not emerge from blind obedience to anyone. Xerox’s Barry Rand was right on target when he warned his people that if you have a yes-man working for you, one of you is redundant. Good leadership encourages everyone’s evolution.”  Colin Powell

26. We Should All Be Servant Leaders! I don’t necessarily have to like my players and associates but as the leader I must love them. Love is loyalty, love is teamwork, love respects the dignity of the individual. This is the strength of any organization.  Vince Lombardi

27. We Should All Be Servant Leaders! “Ask not what your College can do for you – Ask what you can do for your College.”  John F. Kennedy

28. What I Value  Honesty and openness  Hard work and commitment  Teamwork and respect for others  A service attitude  Pursuit of excellence and continuous improvement  A willingness to make meaningful change and try out new ideas (initiative and innovation)

29. What I Value  A “can do” attitude  An intense desire to learn  Humor  Strategic planning  External partnerships  Celebrating achievement  Balancing between work life & family life

30. The key to developing people is to catch them doing something right.  Ken Blanchard and Spencer Johnson The One Minute Manager®  Ken Blanchard and Spencer Johnson The One Minute Manager®

31. PERFORMANCE = M  A  E M = Motivation A = Ability E = Expectations  Dr. Charlie Krueger Organization Leadership

32. McGregor’s Theory X and Theory Y (Assumptions and Management’s Roles) THEORY Y Assumptions: Work is as natural as play and rest. People will exercise self-direction if they are committed to the objectives (they are not lazy). People learn to accept and seek responsibility. Creativity, ingenuity, and imagination are widely distributed among the population. People are capable of using these abilities to solve an organizational problem. People have potential. Management’s Roles: To develop the potential employees and help them to release that potential towards common goals. THEORY X Assumptions: People have an inherit dislike for work and will avoid it whenever possible. People must be coerced, controlled, directed, or threatened with punishment in order to get them to achieve the organizational objectives. People prefer to be directed, do not want responsibility, and have little or no ambition. People seek security above all else. Management’s Roles: To coerce and control employees.

33. McGregor’s Theory X and Theory Y THEORY X THEORY Y

34. Balance “Don't always run at a breakneck pace. Take leave when you've earned it. Spend time with your families. Surround yourself with people who take their work seriously, but not themselves, those who work hard and play hard.”  Colin Powell

36. Strategic Planning

37. Where Are We Going and How Should We Get There? “Would you tell me please, which way I ought to go from here?”, said Alice. “That depends on where you want to get to,” said the cat. “I don’t much care where,” said Alice. “Then it doesn’t matter which way you go,” said the cat. “So long as I get somewhere”, said Alice. “Oh, you’re sure to do that,” said the cat, “If you only keep walking.”  Lewis Carroll, Alice in Wonderland

38. Why is Strategic Planning a Key to Success?  A plan by many is better than a plan by one  Create a common vision or road map of where the college is going  Engage and connect all college stakeholders and embrace diverse feedback  Manage change rather than change managing us  Identify priorities and take advantage of opportunities  Use precious resources wisely and develop new sources of support  Implement priority actions more effectively and efficiently  Achieve our mission

39. Strategic Planning at WITC  Inclusive  Responsive  Transparent

40. Strategic Planning at WITC “We have two ears and one mouth so that we can listen twice as much as we speak” (Epictetus, AD 55)

41. Quality Improvement Steering Committee (QISC) Members 1.Emilie Bailkey (O)(RL) 2.Alex Birkholz (F)(NR) 3.Steve Bitzer (A)(ASH) 4.Leslie Bleskachek (M)(NR) 5.Dan Cooper (F) (RL) 6.Bonny Copenhaver (M) (SUP) 7.Becka Cusick (M)(SL) 8.Wendy Dusek (F)(NR) 9.Nicole Finstad (C)(RL) 10.Lynn Fitch (M)(H) 11.Craig Fowler (A)(RL) 12.Paul Haugen (F)(ASH) 13.Joe Huftel (A)(NR) 14.Dean King (M)(RL) 15.Jennifer Kunselman (M)(SL) 16.Marcia Lavasseur (S) (ASH) 17.Meri Locke (S) (NR) 18.Bob Meyer (A)(SL) 19.Brigitte Miller (S) (RL) 20.Steve Miller (F) (SUP) 21.Kim Olson (A)(SL) 22.Bambi Pattermann (M)(ASH) 23.MaryAnn Pebler (M)(RL) 24.Ellen Riely Hauser (M)(ASH) 25.Jerry Secord (O)(RL) 26.Kris Vesel (M)(SUP) 27.Cher Vink (A)(SL) 28.Barb Williams (F)(SUP) 29.Jon Willoughby (F)(SUP) Key – Employee Groups: (A) Administration, (C) Custodial, (F) Faculty, (M) Management, (O) OTS; (S) Students; WITC Locations: (ASH) Ashland, (H) Hayward, (NR) New Richmond, (RL) Rice Lake, (SL) Shell Lake, (SUP) Superior Key – Employee Groups: (A) Administration, (C) Custodial, (F) Faculty, (M) Management, (O) OTS, (S) Students WITC Locations: (ASH) Ashland, (H) Hayward, (NR) New Richmond, (RL) Rice Lake, (SL) Shell Lake, (SUP) Superior

42. 2015-2018 Strategic Planning Timeline Link to timeline

43. Strategic Planning 2015-2018  Forums 20  Attendees414  Comments1,201 (unduplicated) Link to SP site

44. God grant me the Serenity to accept the things I cannot change, the Courage to change the things that I can, and the Wisdom to know the difference.

45. Strategic Planning 2015-2018 2015-2018 Strategic Goals No.CategoryGoal Statements 1 Student Focused Provide support and opportunities for student learning and success. 2 Partners and External Stakeholders Create and strengthen partnerships that benefit our stakeholders. 3 Employee Support and Development Foster a learning and working environment that encourages trust, respect, and professional growth. 4 Leadership and Communication Demonstrate effective leadership through collaboration with clear and consistent communication. 5 Planning and Implementation of Continuous Improvement Improve planning processes, decision making, and use of resources.

46. It is better to aim too high and miss than it is to aim too low and succeed.  Michelangelo

47. Unsuccessful endeavors are not “failures” provided that you can learn from them.  Bob Meyer

48. It is surprising how much you can accomplish if you don’t care who gets the credit.  Abraham LIncoln

49. Strategic Planning Accomplishments Streamlined and integrated WITC’s Planning Processes * Developed WITC’s Online Learning Vision and Strategies [AQIP] Expanded Partnerships with K-12, Technical Colleges, and Universities Strengthened Partnerships with the Economic Development and Workforce Development Boards

50. Strategic Planning Accomplishments Launched New High-Demand Programs Dental Assistant Program Building Performance Technician Program Human Services Associate Program Composite Technology Program

51. Strategic Planning Accomplishments Increased WITC Foundation funds 50% Improved Internal Communications [AQIP] Communicated Strategic Priorities to External Funding Agencies and Organizations Recognized Staff for their Personal and Professional Achievements Implemented a Spectrum of Professional Development Events for WITC Staff [AQIP] Enhanced Safety Collegewide

52. Strategic Planning Accomplishments Implemented Effective Student Learning Assessment Strategies and Measures (COWS [AQIP], TSA) Deployed Options to Reduce Textbook Costs 50% Implemented Direct Lending to Students Improved the Prepared Learner Program Leveraged the CCSSE and SSI Student Survey for Continuous Improvement

53. Strategic Planning Accomplishments Initiated Marketing on Social Media Launched a New Online Orientation (recognized by the National Council for Marketing and Public Relations) Significantly expanded International Education Opportunities * Successfully Pursued AQIP Accreditation

54. QISC Strategic Planning Comments “We have a very thorough process to complete strategic planning – it’s well organized” “WITC does a great job listening to its stakeholders” “Getting Collegewide representation (QISC) to facilitate listening forums and review input” “The strategic planning forums allow QISC members to hear firsthand the comments of business and industry”

55. QISC Strategic Planning Comments “Students are invested in the idea of strategic planning” “Make it like a family here – strong support of all” “I am not just a number at WITC” “Provides a fabulous work environment” “WITC has a caring faculty and staff!”

56. QISC Strategic Planning Comments “Student comments indicate they value what we are doing – great feedback!” “Staff see how their positions contribute to the College’s success” “Let’s keep doing what we are doing! Great job!”

59. “It should be noted that the Higher Learning Commission (HLC) team was impressed with the campus culture WITC has developed. Students told the team that they were proud to be a student at WITC. Students were comfortable going to any faculty or staff member with concerns or to ask for help. The student support system is holistic – everyone gets involved in helping students learn. The sense of community was palpable. External stakeholders expressed their pride and appreciation of WITC’s connection to the local workforce. According to students, the College has earned its national ranking.”  Quality Checkup Visit Report  Quality Checkup Visit Report

60. The Importance of Partnerships

61. Partnerships with the Economic Development Community Momentum West www.momentumwest.org/ www.momentumwest.org/ Visions Northwest http://inwisconsin.com/why- wisconsin/regions/visions- northwest/

62. Partnerships with Wisconsin’s Workforce Investment Boards Northwest Wisconsin Workforce Investment Board Workforce Resources

63. Gold Collar Careers Gold Collar Careers: High Tech Manufacturing pushing the limits of technology. Bright individuals who understand and embrace the latest machine, electronic, computer and other technologies. Creative thinkers with applied/hands-on abilities to solve problems and get things done. High demand, high potential, rewarding careers. ‣ CNC Laser Operator ‣ Nano-Technology ‣ Precision Welders ‣ Electrical Designers ‣ Quality Technicians ‣ Machinists ‣ CNC Programmers ‣ Robotics ‣ Computer Integrated Manufacturing ‣ Medical Device Machinist ‣ Mechanical Designers ‣ Computer/IT/Network Professionals ‣ Mechanical Engineers ‣ Manufacturing Engineers ‣ Maintenance Technicians ‣ Engineering Technicians ‣ Network Specialists ‣ Electronic Technicians

64. Gold Collar Careers School District Presentations and Plant Tours Print Ads – School/Business Radio Ads – Business/Alumni Movie Theater Trailers Bus/Truck Signs goldcollareers.com Web site Career Fairs – Promoting Business AND Education Regional Career Day for High School Students Counselor Workshops

65. Gold Collar Careers Faculty Externships Presentations to K-12 Students Presentations to Parents Newspaper Articles on Manufacturing Careers Call in to Public Radio on Manufacturing Careers Meetings with State Legislators Bringing High School Teachers on Campus Presentations to Civic Groups Presentations to Job Placement Agencies Raised Funds from Local Industry for the Effort

66. Collaborations with K-12 Partners Saint Croix Valley Educational Collaborative (SCVEC)

67. Collaborations with K-12 Partners Northwest Wisconsin Educators for Regional Development (NorthWERD) http://www.northwerd.org/

68. Collaboration in Education Dual Credit with High Schools: o “Articulation Agreements” with 48 school districts (advanced standing and transcripted credit) Credit Transfer to Universities (examples): o Accounting - UW’s at RF and Stout; St. Scholastica o Early Childhood Education - UW’s at LaX, OSH, RF, SUP, Stout, Whitewater; and Lakeland College o Human Services Associate - UW’s at OSH, SUP; St. Scholastica o Information Technology - UW Stout o Nursing - UW’s - EC, GB, OSH, MAD, MIL; & U of M Other Transfer Agreements with: o Bellevue, Franklin, and Capella Universities, Silver Lake College, and MSOE’s Radar School of Business

69. Measuring Outcomes

70. Consortium Power

71. Help Desk Response Time

72. Budget

73. Budget

74. WITC 2011 benchmark scores were higher in all five areas in comparison to the Small School Cohort and 4 out of 5 WITC 2009 Scores.

75. Contributions to Student Success Cost of Textbooks

76. Factors Causing Students to Leave

77. Contributions to Student Success Solutions Deployed: Textbook Management/Aquisition System implemented (Nebraska Book Company) Online textbook system implemented Options for textbooks now include: new, used, rented, “buy back”, and e-books

78. Contributions to Student Success Textbook Affordability: Course/Subject Area Cost of New Textbook Cost of Used/ Rented Textbook Savings (Percent) Math and Science$1,008.76$634.0037.2% Sociology$94.11$40.0057.5% Principles of Accounting$128.16$64.0050.0% Agricultural Mechanics$441.00$140.0068.3%

79. Is Skill, Industry, and Honor still relevant? The Importance of Career and Technical Education

80. Gallup surveyed people in 150 countries from Ecuador to Rwanda to Iran to Russia, Afghanistan, Ireland, Cuba, Lebanon, Kazakhstan, Venezuela, Honduras, China… Importance of Good Jobs “What the whole world wants is a good job…” The Coming Jobs Wars by Jim Clifton (Chairman of Gallup)

81. “If you were to ask me, from all the world polling Gallup has done for more than 75 years, what would fix the world – would suddenly create worldwide peace, global well-being, and the next extraordinary advancements in human development, I would say… Importance of Good Jobs

82. the immediate appearance of 1.8 billion jobs – formal jobs. Nothing would change the current state of humankind more. Importance of Good Jobs

83. “What America’s most pressing current problem, according to Gallup, is a lack of good jobs. The country doesn’t have enough good, full-time jobs for people who want to work”. Importance of Good Jobs “This is one of the most important discoveries Gallup has ever made. At the very least, it needs to be considered in every policy, every law, and every social initiative.”

84. workers in manufacturing over $7 billion The shortage of skilled workers in manufacturing is already costing that sector of the economy over $7 billion per year (http://hubpages.com/hub/Skilled_Labor)http://hubpages.com/hub/Skilled_Labor Skills Gap

85. “Closing the skills gap would lower the national unemployment rate by 2.5 percentage points.” Skills Gap Narayana Kocherlakota Back inside the FOMC, (2012), Federal Reserve Bank of Minneapolis

86. “But in the short term, our urgent mission has to be getting this economy growing faster and creating jobs. That’s what’s on people’s minds; that’s what matters to families in this country.” – President Barack Obama Weekly Address Saturday, August 6, 2011 Washington, DC Skills Gap

87. “In a global economy where the most valuable skill you can sell is your knowledge, a good education is no longer just a pathway to opportunity – it is a prerequisite.” – President Barack Obama Address to Joint Session of Congress Feb. 24, 2009 Skills Gap

88. “I want my cabinet secretaries to have branded across their heads, ‘250,000 jobs’. I want them to know their job is on the line because my job is on the line to create 250,000 jobs in the private sector.” – Scott Walker December 28, 2010 www.postcresent.com Skills Gap

89. The Role of CTE in Supporting Good Jobs “The United States needs to focus on areas with emerging job growth and create partnerships between schools, universities, and businesses to ensure the workforce pipeline remains full of qualified workers…. – Representative Jim Langevin

90. The Role of CTE in Supporting Good Jobs There is a natural partnership between businesses and CTE programs to address local Workforce needs. And it’s imperative that we do our part at every level to expand successful programs because a failure to engage our students will hurt our country’s innovative edge and we will be unable to fill the jobs of the 21 st century.” – Jim Langevin (D-RI), Co-chair of the Congressional CTE Caucus 2011 National Leadership Forum, Association for Career and Technical Education and the CTE Foundation, 2011

91. Skills Gap technical jobs “We have to ensure that there are enough workers to fill the technical jobs that will soon be vacated by the retiring baby boomer generation and also make certain there are enough skilled workers to fill newly created jobs or emerging industries. This will foster real economic growth with real sustainable jobs.” – Rep. Glenn “GT” Thompson (R-PA), Co-chair Congressional CTE Caucus 2011 National Leadership Forum, Association for Career and Technical Education and the CTE Foundation, 2011

92. The Role of CTE in Supporting Good Jobs “There is not a congressional district in the country that doesn’t have CTE needs; the needs for a qualified and trained workforce. During this time of economic uncertainty, CTE provides a silver lining.” – Rep. Glenn “GT” Thompson (R-PA), Congressional CTE Caucus Co-chair 2011 National Leadership Forum, Association for Career and Technical Education and the CTE Foundation, 2011

93. CHALLENGE: Making CTE a Priority “We need to make an investment at both the state and national levels, especially in workforce development programs. We need to be creative and proactive about workforce development in our country.” – Jim Langevin (D-RI), Co-chair of the Congressional CTE Caucus 2011 National Leadership Forum, Association for Career and Technical Education and the CTE Foundation, 2011

94. CHALLENGE: Making CTE a Priority “This is the very time when we should not be pulling back investments in peoples’ skills, when we are trying to get them back into the economy. This is especially true when we have employers out their saying that they cannot find skilled workers.” – Andy Van Kleunen, National Leadership Forum, Association for Career and Technical Education and the CTE Foundation, 2011

95. According to former Secretary of Education Richard Riley: The World is Changing 60 percent of all new jobs in the 21st century will require skills possessed by only 20 percent of the current workforce.

96. We are currently preparing students… The World is Changing for jobs that don’t yet exist, using technologies that haven’t yet been invented, to solve problems we don’t even know are problems yet.

97. “Unless someone like you cares a whole awful lot, nothing is going to get better. It’s not.” – Dr. Seuss

98. “What you leave behind is not what is engraved in stone monuments, but what is woven into the lives of others.” – Pericles (495-429 B.C.)

99. “Choose work you love and you will never have to work a day in your life.” – Confucius

100. Questions?

101. Thank you