2022 BUSINESS

PLAN

DAVIS TECHNICAL COLLEGE 550 East 300 South, Kaysville, UT 84037 801.593.2500 WE CHANGE LIVES VALUES OPPORTUNITY We provide cost-effective training, flexible scheduling, and support systems to foster student success. PARTNERSHIP We engage industry, educational, and community partners to provide shared opportunities for all. INNOVATION We cultivate an environment in which new ideas, creative thinking, and imagination can thrive. EXCELLENCE We promote quality and high performance through our commitment to responsible and informed decisions. COMMITMENT TO COMMUNITY We embrace a culture of inclusiveness, community involvement, and service.

MISSION VISION We are a trusted learning Davis Technical College will be an community embracing technical innovative leader in delivering education to promote student exceptional technical training that development and economic supports economic development. growth. Page 1 2022 GOALS DAVIS TECH BOARD OF TRUSTEES Troy Wood, Board Chair, % Business/Industry Representative 75 Lindsay Bayuk, Board Vice-Chair, Business/Industry Representative COMPLETION Justin Atkinson, BENCHMARK = 60% Business/Industry Representative Shawn Bucher, Business/Industry Representative Amanda Covington, % Education Partner Representative 85 Chris DeHerrera, PLACEMENT Business/Industry Representative

BENCHMARK = 70% Michael Henry, Business/Industry Representative Scot Merrihew, Business/Industry Representative % Tucker Morgan, 95 Business/Industry Representative Julie Tanner, LICENSURE Education Partner Representative BENCHMARK = 70% Adam Toone, Education Partner Representative

Michael J. Bouwhuis Allied Health Building Dedicated May 2021

Photo by Aaron Shaw

Page 2 ENROLLMENT

INCREASE STUDENT ENROLLMENT BY 7 PERCENT FOR BOTH SECONDARY AND POST- SECONDARY STUDENTS

• Develop and deploy recruitment strategies targeting underrepresented high school students through outreach and awareness of financial resources for students. (Marketing) • Implement Salesforce® Enrollment Management System that integrates new student enrollment, financial aid and academic partnerships. (Student Services) • Make a great first impression with a streamlined online application that shows students we’re paying attention by closely monitoring their progress in the enrollment process. (Student Services) • Evaluate and analyze baseline new student inquiries and applications by program, identifying “leakage and bottlenecks” in the enrollment process. (Data Management Team) • Relocate student and support services to provide walk-up services, reducing wait times and the number of visits required to enroll. (Student Services and Facility Services) • Conduct a review of new student admissions requirements and identify opportunities to reduce barriers to enrollment. (Student Services and Training Division/all programs) • Promote low-enrolled programs. (Marketing) • Identify and test online assessment tools to increase access to the Assessment Center. (Student Services) • Promote scholarships that target underrepresented students. (Marketing and the Foundation) • Develop a strategy, process and resources for youth pathways coordination. (Marketing, Training Division, BED and the Foundation)

RETENTION

INCREASE STUDENT RETENTION AND COMPLETION BY 3.3 PERCENT

• Develop a database that can track the reasons students leave Davis Tech. (Training Division/all programs and Data Management Team) • Administer a 12-hour per week minimum schedule for certificate-seeking students to prepare them for successful completion. (Student Services) • Implement classroom observations to improve teaching and instruction as well as student engagement. Develop faculty training and support tools where needed. (ISD and Professional Development) • Address “at risk” students in the enrollment process to allow early intervention of student resources. (Student Services) • Implement Canvas Pace Plans across programs to ensure students are on track to meet assignment, module, and course completion times. (ISD and Training Division/all programs)

Page 3 ACADEMIC PARTNERSHIPS

ENHANCE COLLABORATION WITH ACADEMIC PARTNERS

• Identify programs to pilot in the clock- to credit-hour transition to improve transferability of credit to degree-granting institutions. (ISD and Training Division) • Create marketing materials for current articulation agreements to inform students and sponsoring agencies about transfer opportunities. (Marketing) • Collaborate with the other technical colleges to identify course and curriculum alignment that improves articulation with degree-granting institutions. (ISD and Training Division) • Transition all courses to increments of 30 hours and all work-based learning to 45 hours to prepare for a move from clock-hours to credit-hours. (ISD and Training Division) • Continue to broaden articulation agreements with Weber State University, Utah State University, Utah Valley University, and Snow College. (ISD)

ECONOMIC DEVELOPMENT

BOOST OUR CONTRIBUTION TO REGIONAL JOB CREATION

• Report wage increases of graduates to show potential increased spending into local economy and overall economic improvement of graduates. (Data Management Team) • Promote opportunities to pair the Small Business Development Center clients with students. (BED) • Market Jobwise® to students and employers, and update Workplace Relations curriculum to utilize new opportunities. (Placement Services and ISD)

CULTURE AND MORALE

ENHANCE CULTURE AND MORALE AT DAVIS TECHNICAL COLLEGE

• Conduct an institution-wide culture and values survey. (Human Resources and Culture and Morale Committee) • Develop a culture statement and cultural improvement plan to include a “one-team” objective. (Culture and Morale Committee and Human Resources) • Develop a plan to increase cultural awareness and knowledge by engaging faculty, staff, and students through communication that is intentional and consistent regarding diverse perspectives. (Equity, Diversity, and Inclusion Committee, Culture and Morale Committee, and Human Resources) • Assess the total compensation package to identify areas to improve and educate employees about the benefits available to them. (Human Resources and Employee Input Committee) • Evaluate and implement a remote work program for employees. (Human Resources and Employee Input Committee) • Increase participation in leadership and development training by offering additional training times and learning platforms. (Professional Development and Human Resources)

Page 4 BUDGET SUMMARY FY2022

Davis Technical College General Operating Fund Fiscal Year Ending June 30, 2022

Fiscal Year 2021-2022 Amount % Revenues Student Tuition and Fees 2,117,000$ 8.88% State Appropriations 21,733,100 91.12% Total Revenues 23,850,100$ 100.00%

Expenses by Function: Instruction 11,930,863$ 50.02% Academic Support 2,348,103 9.85% Student Services 2,671,317 11.20% Institutional Support 3,722,030 15.61% Operation and Maintenance of Plant 2,977,787 12.49% Total Expenses 23,850,100 100.00%

Expenses by Category: Personnel Services 19,167,735$ 80.37% Travel - In State 37,100 0.16% Travel - Out of State 78,642 0.33% Current Expense 3,114,975 13.06% Capital Outlay 1,451,648 6.09% Total Expenses 23,850,100$ 100.00%

Page 5

DAVISTECH.EDU

DAVIS TECHNICAL COLLEGE 550 East 300 South, Kaysville, UT 84037 801.593.2500